Dan Chenok

Public sector leaders in many countries can benefit from adapting effective practices in how to manage programs effectively in an increasingly complex and interdependent world, how to provide for security given a broad range of global threats, and how to integrate defense and civilian capabilities to protect and serve citizens while also respecting privacy and civil liberties.  In recent months, the IBM Center for The Business of Government has begun to expand our focus to the broader global community, working with government leaders and stakeholders who seek dialogue, study, and practical

Federal Chief Information Officers, like their private sector CIO counterparts, lead the integration of information technology and organizational strategy.  CIOs must balance the daily needs of operational IT across their enterprise with how IT can contribute to longer term mission goals, while at the same time overseeing policy and resources for IT in a challenging fiscal environment.  U.S.

On November 8, the President-elect will begin the next phase of the transition to power that culminates with Inauguration Day on January 20, 2017.  The next Administration will have a tremendous opportunity to drive change that improves mission performance across government, in ways that can positively impact millions of lives across the Nation across a broad range of mission areas – including health care for citizens, stewardship of natural resources, and delivery of benefits with financial integrity.

Below are ideas that I shared on this topic yesterday as part of a panel discussion with the White House’s Commission on Enhancing National Cybersecurity.

Background 

The policy framework that governs Federal IT with respect to cybersecurity has many pieces. Major laws include:

Lori Victor Feller, Mobile and Apple Partnership Leader, IBM Global Business Services, is the main blogger for this post.

Government leaders today have an opportunity to address serious public management issues that go to the core of effective governance and leadership, meeting seemingly intractable problems head-on.  Complex public sector challenges do not follow orderly and linear processes, and governments operate in an environment of limited resources while responsibilities seem to have increased (e.g., homeland security, home loan modifications, cybersecurity).

In 2009, the IBM Center for The Business of Government released Getting It Done: A Guide for Government Executives as a guide for new leaders, especially new political appointees. This book helped new government executives acclimate quickly to the world of public service as practiced in Washington, D.C., and it contained a series of short strategic discussions about “dos and don’ts,” along with insights about working with key stakeholders from experienced political executives. Getting It Done was revised and reissued as a second edition in 2013.

This blog was written by our guest blogger: Chris Trainor

As announced by OMB last Thursday and widely reported since then, the Obama Administration has issued an implementation strategy for IT reform over the next 18 months.  Much attention has been focused on key elements of the plan, including using budget authority to change or stop major IT systems, incentives for modular development of technology, improved communications among stakeholders across government and with industry and the establishment of program management as a profession; I

OPM leads the Federal Government's efforts to improve strategic human capital management.  OPM focuses on building a professional civil service based on merit principles, where Federal employees can effectively serve the public throughout the employment life cycle – while also receiving benefits and services from “hire to retire” that are consistent with best practices.  That effort continues today as OPM embarks on a new initiative to integrate HR offerings and HR data sets across the Government.