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Off to a Running State Capital Start: A Transition Guide for New Governors and Their Teams

Submitted by on Wed, 11/07/2018 - 11:54

This report provides three sets of lessons from Katherine Barrett and Richard Greene, a pair of veteran observers of state and local government management, to help gubernatorial teams move quickly and set the stage for a successful term in office:

Delivering Artificial Intelligence in Government: Challenges and Opportunities

Submitted by on Wed, 02/28/2018 - 10:09

The author takes this real-world experience to set forth a framework for agencies to plan, develop, and deploy AI systems. He then puts forward a set of challenges for government leaders and innovators in this space, along with opportunities for agencies to act in addressing these challenges. Finally, Desouza outlines a maturity model for agencies to use in guiding their journey forward in applying AI to improve mission performance.

Seven Drivers Transforming Government

Submitted by on Wed, 11/01/2017 - 10:26

In 2018, the IBM Center for The Business of Government marks its twentieth year of connecting research to practice in helping to improve government. The IBM Center continues to execute on its ultimate mission: to assist public sector executives and managers in addressing real world problems with practical ideas and original thinking to improve government.

Digital Service Teams: Challenges and Recommendations for Government

Submitted by on Wed, 05/31/2017 - 08:52

The British government successfully pioneered the use of a national, semi-independent “surge team” to tackle large-scale technology-driven challenges facing it. The U.S. federal government adapted this approach to improve the success of its own operations in 2014, titling its top-level team as the “U.S. Digital Service.”  It then created a small internal software development and service organization, dubbed “18F,” to support both USDS and individual agencies.  And individual agencies are creating their own internal digital service teams, as well.

Risk Management and Reducing Improper Payments: A Case Study of the U.S. Department of Labor

Submitted by on Thu, 02/16/2017 - 11:02

This report continues the IBM Center’s long interest in risk management with a specific focus on employing risk management strategies to reduce improper payments in the U S Department of Labor’s (DOL) Unemployment Insurance (UI) program. There is a long tradition of public management scholarship that has provided empirical support for the hypothesis that management matters for government performance. One specific management activity that has been growing in prominence in federal agencies over the last several years is risk management.

Making Government Work for the American People

Submitted by on Mon, 09/12/2016 - 15:14

The success of an administration can rise—and fall—based on its competence in managing the government. As history demonstrates, strong management can enable rapid and positive results, while management mistakes can derail important policy initiatives, erode public trust and undermine confidence in the government.

Encouraging and Sustaining Innovation in Government

Submitted by on Tue, 08/16/2016 - 09:51

According to a 2015 survey by Pew Research Center, the public believes existing democratic institutions are failing. Just 20 percent say the federal government runs its programs well, and 59 percent say the government is in need of “very major reform”—up 22 points since 19971. With rates of trust in government at an all-time low, technology and innovation will be essential to achieve the next administration’s goals and to deliver services more effectively and effciently.

Managing the Government’s Executive Talent

Submitted by on Mon, 10/19/2015 - 12:42

For the next administration, the management of the federal workforce—including executives—will be a critical factor in the president’s success. The president’s political appointees will work with members of the career Senior Executive Service (SES) to direct the work of agencies and departments.

Eight Actions to Improve Defense Acquisition

Submitted by on Thu, 12/12/2013 - 14:00

The authors present eight significant actions that the federal government can take to improve the federal acquisition process. While the report centers on acquisition in the Department of Defense (DoD) because of its dominant size in the federal budget, the eight proposed actions—which build on previous acquisition reforms including increased competition, more use of best value contracts, expanding the supplier base, and better tailoring of contract types to contract goals—apply to civilian agencies as well.

A Guide for Agency Leaders on Federal Acquisition

Submitted by on Fri, 08/30/2013 - 11:57

This report has been prepared to assist government executives in understanding one of the most complex bureaucratic processes in government: the federal procurement system. Understanding this system is one of the key ingredients to a successful tenure in government. In the past, some government executives have run into significant issues related to a lack of knowledge about federal contracting.

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