Part 7: Six Challenges Managers of Remote Teams Must Master

[Note: This column also appears in Washington Technology. It is the seventh in a series on how the COVID-19 crisis has changed how government works. Michaela Drust, IBM, co-authored this column.]

A Public-Private Affair - Competitive Sourcing

Use of market-based policy tools and incentives was seen as a predisposition or mind-set as to how managers would approach public management issues. It is an assumption or policy preference that asks why the traditional ways should be used to deliver a service rather than why a market-based approach should be used. Rather than an ideology, it could be be seen as a starting place for problem solving.

The Evolution of the Use of Collaborative Networks in Government

And the governmental response to the COVID-19 pandemic seems to bear out his observation.

Over the years, he has observed that many challenges—such as responding to disasters, organizing the delivery of services to disabled individuals, and orchestrating a response to climate change—have no single organization in charge. As a result, the traditional bureaucratic institutions defined by hierarchical agencies and programs that were so successful in the past are no longer adequate for challenges today that span across organizational boundaries.

 

Weekly Roundup: July 27-31, 2020

What Is Frictionless Acquisition?  Federal News Network reports: “The Office of Federal Procurement Policy’s new cross-agency priority goal isn’t about changing the acquisition rules or processes. . . . Instead, the goal of frictionless acquisition is about how contracting officers, program managers, industry and so many others view what it takes to buy a product or service. . . .

Weekly Roundup: July 20-24, 2020

Data Failure. Don Kettl, in commentary for Government Executive, writes: “Without a standard, trusted language of COVID data collection, it’s been hard to measure the disease, track its trend, and build effective policy.  . .

The Mindsets of Innovators in Government

Technology innovation is happening via cross-agency communities of practice and incubation hubs supported by the federal chief information officer and the General Services Administration.

Part 6: Distance Work: Home Alone?

[Note: This column also appears in Washington Technology. It is the sixth in a series on how the COVID-19 crisis has changed how government works. Emily Craig and Michaela Drust, IBM, are co-authors of this column.]

Weekly Roundup: July 13-17, 2020

John Kamensky

Need Evidence, Data. Robert Shea, in commentary for Federal News Network, writes: “Government agencies must step up their arbitration of evidence about effective practices in the current crisis and in every other domain in which they have expertise. It is the perfect time to add questions about what works to agency learning agendas.”

Weekly Roundup: June 29 – July 10, 2020

John Kamensky

The Evolution of Innovation in the Federal Government

However, there are more than a few scattered pockets of innovators across federal agencies who sometimes come up with startling changes to operating models, business processes,  services, or management.  Some of these initiatives are orchestrated from the top of an agency, but many happen organically on the front lines in response to a concrete problem.  How have federal approaches to innovation evolved over the past 30 years?  Following are four of the more prominent initiatives over this period

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Senior Fellow
IBM Center for The Business of Government
600 14th Street, NW Second Floor
Washington, DC 20005
United States
202-551-9341

Mr. Kamensky is a Senior Fellow with the IBM Center for The Business of Government and an Associate Partner with IBM's Global Business Services.

During 24 years of public service, he had a significant role in helping pioneer the federal government's performance and results orientation. Mr. Kamensky is passionate about helping transform government to be more results-oriented, performance-based, customer-driven, and collaborative in nature.

Prior to joining the IBM Center, he served for eight years as deputy director of Vice President Gore's National Partnership for Reinventing Government. Before that, he worked at the Government Accountability Office where he played a key role in the development and passage of the Government Performance and Results Act.

Since joining the IBM Center, he has co-edited six books and writes and speaks extensively on performance management and government reform.  Current areas of emphasis include transparency, collaboration, and citizen engagement.  He also blogs about management challenges in government.

Mr. Kamensky is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs, in Austin, Texas. He can be reached at: john.kamensky@us.ibm.com

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