Internet co-creator Vint Cerf argues that discontent, the ability to fail, and the environment where managers can say “yes” are among the key ingredients for leaders to foster innovation in government.
Let me start by making an observation: Progress doesn’t happen unless somebody is discontented. Keep reading →
The fourth in a series of “Seven Management Imperatives” for government leaders, based on the insights provided by some 300 senior government officials and more than 300 research reports, courtesy of IBM Center of The Business of Government.
In the coming years, government executives will need to utilize real-time information for decision-making and accountability. Specifically, they must (1) Collect better data; (2) Conduct better analysis; (3) Make better decisions; and (4) Take smarter action. Keep reading →
This is the third in a series of “Seven Management Imperatives” for government leaders, based on the insights provided by some 300 senior government officials and more than 300 research reports, courtesy of IBM Center of The Business of Government.
Governments are increasing their use of collaboration by: creating ad hoc networks in response to emergencies, and aligning governmental and nongovernmental organizations to work interdependently to achieve common goals. Keep reading →
Over the last 13 years, the IBM Center for The Business of Government has published more than 300 research reports and interviewed some 300 senior government executives.
It is from this rich library that we’ve identified several broad societal trends that we believe are changing what it takes to be a successful leader at all levels of government — and which are changing the game for government: Keep reading →