Bøger i IBM Center for the Business of Government serien

From the patient and careful study of an issue, to the assembly of a trusted advisory team and the development and execution of a focused vision and agenda, leaders of all kinds will find some part of this book to incorporate into their own leadership strategies, for which this book's expert and pragmatic insights prove a refreshing boon.

The Operator's Manual for the New Administration explains how government works and how to make it work to advance policy goals and objectives. Bringing decades of experience in government administration, the authors have identified eight key tools-leadership, performance, people, money, contracting, technology, innovation, and collaboration-that executives must utilize in order to be successful.

As government faces more complex problems, and citizens expect more, the way government delivers services and results is changing rapidly. The traditional model of government agencies administering hundreds of programs by themselves is giving way to one-stop services and cross-agency results. This translation implies collaboration-within agencies; among agencies; among levels of governments; and among the public, private, and nonprofit sectors. The first part of this book describes what networks and partnerships are. The second part presents case examples of how collaborative approaches have actually worked in the public sector, when they should be used, and what it takes to manage and coordinate them.

Governments are under increasing pressure to produce - and to demonstrate - results in terms of their mission. This work showcases attempts by federal and state governments, as well as a mix of developed and developing countries, to introduce results-oriented budgeting and management as a means to support better decision making and accountability.

The ninth book in the IBM Endowment Series on the Business of Government, "The Procurement Revolution" continues the tradition of timely and vital information dissemination the series has come to stand for.

Since the 1980s, the language used around market-based government has muddied its meaning and polarized its proponents and critics. This work hopes to reframe competing views of market-based government so it is seen not as an ideology but rather as a fact-based set of approaches for managing government services and programs more efficiently.

The 'managing for results' movement that began in the early 1990s has now reached adolescence and is creating new challenges for government managers. After spending years creating planning and performance-measuring systems, managers and policy makers now need to focus on how to use performance information to make data-driven decisions. Managing Results for 2005 describes-through a series of case studies-the progress being made in federal, state, and local governments in managing for results.

While the commercial sector has been rapidly adopting modern, information-based supply chain systems-in order to remain competitive in the worldwide marketplace-the shift to such systems in the public sector has met with significant resistance and has moved far more slowly. Transforming Government Supply Chain Management provides the insights and expertise to overcoming this inertia. In the first half of the book, the editors provide a primer on supply chain management, an overview of innovative practices and tools, and a blueprint for government-wide transformation. The second half consists of 10 case studies of public and private sector 'success stories.'

In the hopes of speeding up the implementation of information-based Supply chain systems in the public sector, this volume presents ten case studies illustrating their successful use in the private sector. The case studies have been reviewed by senior industry and government leaders, who then identi

This volume provides in-depth case studies of the "state" of e-government. It chronicles the "early days" of e-government and presents a collective snapshot in time as to where governments are as they continue their march toward e-government.

As government faces more complex problems, and citizens expect more, the way government delivers services and results is changing rapidly. The traditional model of government agencies administering hundreds of programs by themselves is giving way to one-stop services and cross-agency results. This translation implies collaboration-within agencies; among agencies; among levels of governments; and among the public, private, and nonprofit sectors. The first part of this book describes what networks and partnerships are. The second part presents case examples of how collaborative approaches have actually worked in the public sector, when they should be used, and what it takes to manage and coordinate them.

The editors of this volume provide case studies of outstanding government executives who dramatically changed both the performance and management of their organization. From these studies, they develop eight lessons that all executives can learn from in transforming their own organization.

Written for newly appointed government agency heads and their senior management teams, this revised edition of Getting It Done addresses the current environment of government and what government leaders ought to know to survive and thrive with respect to it.

This work is a guide to navigating the sometimes controversial changes taking place in the internal operations of government, the delivery of services to citizens, and the delivery of environmental programmes.

Provides in-depth case studies of the 'state' of e-government today. The book chronicles the 'early days' of e-government and presents a collective snapshot in time as to where governments - at the federal, state, and local levels - are today as they continue their march toward e-government.

Leaders provides six in-depth studies of leaders who demonstrate a new style of leadership for the 21st century. From these case studies, Mark A. Abramson and Kevin M. Bacon describe how 21st century leaders differ from their predecessors and what organizations can do today to develop future 21st century leaders.

Innovation provides five in-depth studies on the 'state' of innovation in government today.

Human Capital 2004 argues that human capital management is an essential component to an effective and efficient management of public agencies. The case studies approach used here explores the challenges to human capital management in two ways: in the workplace and through the people staffing the agencies.