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From the Executive Director Efficiency. The General Services Administration has saved over $1 billion through actions taken by its Information Technology Service to create a marketplace that will provide agencies with buying options, access to data and information, access to expertise, and an improved buying experience. Mission and Leadership. Mission support chiefs within the Departments of Veterans Affairs and Agriculture convene on a regular basis to share their progress on various initiatives and to identify ways to work together, for example on telework strategies and reducing their real estate footprints. Success in any of these initiatives often involves leaders collaborating with multiple mission-support organizations in order to be successful. This issue highlights successful actions being taken throughout government to meet challenges of ever-increasing complexity, and sparks thinking among government leaders and stakeholders about how best to forge new paths forward. ¥ 4 www.businessofgovernment.org The Business of Government
From the Managing Editor’s Desk By Michael J. Keegan In meeting varied missions, government executives confront significant challenges. Responding properly to them must be guided and informed by the harsh fiscal and budgetary realities of the day. It can no longer be simply a wishful platitude that government do more with less. Leaders need to change the way government does business to make smarter use of increasingly limited resources—leveraging technology and innovation to be more efficient, effective, anticipatory, adaptive, and evidence-based in delivering missions and securing the public trust. Michael J. Keegan is Managing Editor of The Business of Government magazine and Host/Producer of The Business of Government Hour. His e-mail: michael.j.keegan@ us.ibm.com. Government executives, however, must also avoid the tyranny of the present or the next budget cycle, and recognize that the challenges of today often morph into the hazards of tomorrow. So anticipating the future—getting ahead of events rather than being subsumed by them—becomes integral to positioning, resourcing, and preparing an agency for what may come, while always keeping focused on primary responsibilities. This edition of The Business of Government magazine underscores the importance of correlating short-term decision-making with long-range consequences. We highlight the latest trends and best practices for improving government effectiveness by introducing you to key government executives, detailing the work of public management practitioners, and offering insights from leading academics. Forum on Six Trends Driving Change in Government Fiscal austerity, citizen expectations, the pace of technology and innovation, and a new role for governance make for trying times. These challenges influence how government executives lead today, and more important, how they can prepare for the future. It is anticipating the future—using foresight in government—that can deepen our understanding of the forces driving change. In a special report, Six Trends Driving Change in Government, the IBM Center for The Business of Government has identified trends that correspond to these challenges and drive government change. Separately and in combination, they paint a path forward in responding to the ever-increasing complexity government faces. The areas covered by Six Trends are performance, risk, innovation, mission, efficiency, and leadership. Focusing on these has the potential to change the way government does business. This forum reflects our sense of what lies ahead, providing an excerpt of the Six Trends special report. We hope these insights are instructive and ultimately helpful to today’s government leaders and managers. For a more in-depth exploration of each trend, download or order a free copy of the full report at businessofgovernment.org. Conversations with Leaders Throughout the year, I have the pleasure of speaking with key government executives and public sector leaders about their agencies, accomplishments, and vision of government in the 21st Century. The four profiled manifest the leadership and strategic foresight needed to meet their varied missions. SPRING 2014 IBM Center for The Business of Government 5
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CONNECTING RESEARCH TO PRACTICE bus
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