Reports
The IBM Center for The Business of Government has looked across our interactions with government leaders and stakeholders, as well as the considerable work and thinking of our authors, to identify a set of trends that will drive change in government.
The author analyzes the interactions between U.S. civilian and military efforts in Afghanistan from 2001-2009.
by Philip Joyce
Sunday, September 29, 2013
Dr. Joyce describes the effects of late appropriations on federal operations over the last 35 years.
This report addresses an important topic that does not always receive significant attention: the role of outreach organizations in assisting government agencies to determine benefit eligibility of citizens applying for services.
This report answers seven key questions that government executives should know about the procurement process.
There is growing interest in “engaging the crowd” to identify or develop innovative solutions to public problems.
The report offers advice on how government organizations can increase both the quantity and quality of public participation from specific groups of citizens, including missing stakeholders, unaffiliated experts, and the general public.
Professor Wyld reports that it is possible for the federal government to save between $113 billion and $226 billion by more aggressive management of tail spend.
The concept of visualization recalls a pivotal scene in the movie A Beautiful Mind which showed the protagonist, mathematician John Nash, looking at an expansive table of numbers.
Through fast government, public-sector leaders make time a key performance metric in government efficiency and effectiveness.