Submitted by rgordon on Tue, 08/13/2013 - 10:37
The growing interest in “engaging the crowd” to identify or develop innovative solutions to public problems has been inspired by similar efforts in the commercial world. There, crowdsourcing has been successfully used to design innovative consumer products or solve complex scientific problems, ranging from custom-designed T-shirts to mapping genetic DNA strands.
Submitted by rgordon on Thu, 02/07/2013 - 14:22
This report provides useful insights into how the government can proceed in creating effective cross-agency collaborations that can improve outcomes significantly.
Submitted by rgordon on Thu, 09/27/2012 - 14:38
Our aim is to produce research and analysis that helps government leaders more effectively respond to their mission and management challenges.The IBM Center is named "The Business of Government" because its focus is the management and operation of government, not the policies of government. Public sector leaders and managers need the best, most practical advice available when it comes to delivering the business of government.
Submitted by rgordon on Tue, 08/14/2012 - 11:07
This report, which continues the IBM Center’s long interest in collaboration, provides valuable insights into how federal senior executives view collaboration. Based on survey responses from over 300 members of the federal Senior Executive Service, O’Leary and Gerard found—to their mild surprise—that nearly all those surveyed report using collaboration as a management strategy.
Submitted by rgordon on Mon, 09/19/2011 - 13:56
Submitted by rgordon on Sun, 09/11/2011 - 11:14
Since creation of the IBM Center for The Business of Government more than 13 years ago, it has been our goal to help public sector executives and managers address real-world problems by supporting leading researchers who produce empirical evidence to inform the debates about whether particular management approaches will improve government performance.
Submitted by rgordon on Sat, 06/04/2011 - 14:36
Periodically the IBM Center staff steps back and reflects on the insights provided by its authors of more than 300 research reports and by some 300 senior government executives interviewed over the past 13 years. Through our research and interviews, we identified several broad societal trends that we believe are changing the game for successful leadership at all levels of government.
Submitted by rgordon on Mon, 03/07/2011 - 10:05
While they find that many of the elements necessary for effective collaborative ventures are critical — such as a clear purpose, dedicated staff, and the willingness to be flexible — they conclude that a bilateral collaborative venture is often more effective when it has a formal legal structures in place that enhance its legitimacy in the eyes of various stakeholders. Informal collaborations are often useful precursors to more formal efforts. These informal
Submitted by rgordon on Fri, 09/24/2010 - 14:21
Based on his extensive research on the three programs, Mills concludes that although the programs can be improved, they are making a worthwhile contribution to airline safety. Mills argues that collaborative voluntary partnerships should be viewed as a complement to agency regulatory activities rather than as a replacement for the traditional command-and-control approach to regulation.
Submitted by rgordon on Mon, 08/30/2010 - 10:37
Dr. Moseley shows how via a series of case studies examining the experiences of the Bureau of Land Management and the U.S. Forest Service in implementing stewardship contracts. She found that leaders in these agencies were able to change the behaviors of their hierarchically-driven culture by using four strategies to foster collaboration: (1) creating time and space for collaboration, (2) changing agency rules to encourage collaboration, (3) providing staff incentives to collaborate, and (4) building the capacity to collaborate in both the agency as well as among stakeholders.