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John Kamensky

Senior Fellow, IBM Center for the Business of Government

John M. Kamensky is a Senior Research Fellow for the IBM Center for the Business of Government. He previously served as deputy director of Vice President Gore's National Partnership for Reinventing Government, a special assistant at the Office of Management and Budget, and as an assistant director at the Government Accountability Office. He 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 at the University of Texas at Austin.

Results 111-120 of 174

from govexec

Zappos Is Nixing Managers, But Are They Needed?

January 17, 2014 A recent news story on how the online shoe company Zappos has eliminated the position of manager has raised again the question of whether management matters. A new Harvard Business Review article says “yes” and the data is there to prove it. The Zappos story about eliminating traditional managers has...

from govexec

Know Which Public You Are Serving

January 9, 2014 The Clinton administration promoted customer service. The Bush administration expressed sympathy for taxpayers. The Obama administration has advocated citizen engagement. So, who are we? Customers? Taxpayers? Citizens? Or something else? And how should government managers respond, given the differences implied by these various roles? A recent academic article by Georgia...

from govexec

Must-Reads in 2014: Agency Strategic Plans

December 23, 2013 Set your New Year’s resolutions now. In early 2014, for the first time, federal agencies will simultaneously submit refreshed strategic plans to Congress, covering the next four years. You should put them on your “must read” list for the New Year. Many agencies have been quietly posting their draft strategic...

from govexec

From Air Travel to Food Safety, More Data Can Be Misleading

December 11, 2013 Government agencies regularly report “incident” data, such as the number of burglaries, house fires, food poisoning cases, bankruptcies and workplace injuries. While these data can be used externally for accountability, they can also be used internally to predict and prevent these kinds of incidents. These days, more detailed, near real-time...

from govexec

The Art of Trickle-Down Performance Management

December 4, 2013 Can federal performance management schemes influence efforts at the local level? Typically, performance management works best in systems where agencies engage in direct service delivery, where leaders have more control over what is going on. But in complex intergovernmental programs, can effective performance management systems be developed and work? A...

from govexec

How Mission Delivery Has Evolved Over 25 Years

November 27, 2013 Agency and program leaders depend on a range of mission support functions, such as finance, technology, acquisition, or workforce management, to get their jobs done. The delivery of these functions, however, have changed significantly over the past quarter century. Twenty-five years ago, federal agencies typically did not have key executives...

from govexec

The 4 Ways You Make a Strategic Decisions

November 26, 2013 Research on decision-making has made advances in recent years, but the research has not been applied to the actual practice of decision-making, observes Swiss professor Phil Rosenzweig in a recent article in the November issue of Harvard Business Review. Dr. Rosenzweig says in his article this is not because executives...

from govexec

5 Things We've Learned From Predicting Famine With Analytics

November 14, 2013 Starving children have depended on warnings made by a federal interagency group that has worked together for more than 25 years to help international aid groups by predicting where famines in remote regions are occurring. The Famine Early Warning System is an interagency network among federal agencies and the United...

from govexec

The Trends Defining Federal Performance Management in 2014

November 5, 2013 Over the past two decades, the goal of those in the “performance movement” across the globe has been to change the culture of government agencies to be more results-oriented and performance-focused in their work and their decision-making. But it has been a long road. In 2011, two European academics conducted...

from govexec

3 Levers to Pull for Smoother Budgeting

October 24, 2013 The bruising battles over the budget and debt ceiling only resulted in pushing the goal posts for completion down the road a few months. Are there any lessons on how to be more successful? A timely new book by veteran public finance experts at the International Monetary Fund describes how...