Leadership, Change, and Public-Private Partnerships

This report continues the IBM Center’s long interest in leadership, transformation, and the use of innovative public-private partnerships. It explores how NASA leaders have leveraged public-private partnerships to replace the space shuttle, while developing new policy mechanisms to enable private companies to take over cargo and astronaut transport to the International Space Station (ISS). The author focuses on the evolution of this

From Data to Decisions III

Today’s senior managers are tempted to begin analytics programs before determining the mission-essential questions they are seeking data to answer.  Older data-based analytics efforts often grew out of the discoveries of line employees who made connections and saw patterns in data after receiving new software or hardware that helped them make sense of what they were studying.

Engaging a Multi-Generational Workforce: Practical Advice for Government Managers

They note that even with the recession, over half the workforce is unsatisfied with their jobs and that the workforce now spans four generations.  These challenges are compounded by rapid technology changes in the workplace.  When taken together, they create enormous challenges for managers in both the public and private sectors.

Project Management in Government: An Introduction to Earned Value Management (EVM)

Management of government projects, programs, and portfolios—and the related expenditures of public funds—are major, visible areas of interest and concern. Emphasis on performance improvement in government continues to increase steadily, supported by mandates imposed by government laws and public pressure. Despite a growing understanding of the determinants of success, increasing maturity, and a stream of successful programs and projects, project failures continue at an alarming rate.

Launching a New Mission: Michael Griffin and NASA's Return to the Moon

President George W. Bush told NASA to return to the moon and prepare for manned exploration of Mars. The man he put in charge, Michael Griffin, was a certified rocket scientist with a passion for manned space exploration. In the four years he served as NASA Administrator, Griffin was continually forced to make controversial financial tradeoffs that brought him into conflict with constituencies who disagreed with him. He did, however, make significant progress in redirecting NASA toward the new Moon-Mars program.


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