Author Archive

John Kamensky

John Kamensky

Senior Fellow, IBM Center for the Business of Government

John M. Kamensky is a Senior Research Fellow for the IBM Center for the Business of Government. He previously served as deputy director of Vice President Gore's National Partnership for Reinventing Government, a special assistant at the Office of Management and Budget, and as an assistant director at the Government Accountability Office. He is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs at the University of Texas at Austin.
John M. Kamensky is a Senior Research Fellow for the IBM Center for the Business of Government. He previously served as deputy director of Vice President Gore's National Partnership for Reinventing Government, a special assistant at the Office of Management and Budget, and as an assistant director at the Government Accountability Office. He is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs at the University of Texas at Austin.
Management

How Behavioral Science Could Improve Federal Programs

The private sector has been using psychological insight for years to promote certain outcomes.

Management

Why the Future of Work Is a Challenge for Government

The federal workforce needs to be reskilled. Expect major disruptions ahead.

Management

How to Give Employees Effective Feedback

Managers often create more problems than they solve when discussing performance with staff.

Management

Why Engagement Matters and How to Improve It

The results of past employee viewpoint surveys haven’t been very useful to most frontline managers trying to address challenges specific to their organizations.

Management

Federal Foresight Community of Interest Turns Five

An intrepid band of analysts from across the federal government is working hard to identify the long-term challenges that should concern today’s decision makers.

Management

How Regional Partnerships Are Tapping Talent to Solve Public Problems

Federal, state and local governments are working with universities to tackle things from opioid abuse to crumbling infrastructure.

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Management

Where Are the Stories About Government’s Vital Work?

Agencies need to do a better job of explaining what they do and why it matters.

Management

Building a Culture of Informed Decision Making

A new law aims to institutionalize an evidence-driven culture in agencies. Implementation won’t be easy.

Management

Improving Program Management

Two years after the Program Management Improvement and Accountability Act was signed into law, slow but steady progress is being made.

Management

From Patchwork to Network: Serving the Whole Veteran

As former Undersecretary of Defense for Policy Michèle Flournoy once said, “Veterans don’t come home to federal agencies; they come home to communities.”

Management

If You Want To Foster Innovation, Support Curious Employees

Most breakthroughs result from inquisitive workers, not an innovation office staffed by specialized “innovators.”

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Management

How Agencies Can Make the Most of Their Data

Government likes to tackle challenges by designating new management chiefs: The latest to join the C-suite is the chief data officer.

Management

How to Achieve Your Agency’s Objectives One Meeting at a Time

Data-driven meetings made a big splash in government nearly a decade ago. New research shows what it takes to make them work.

Management

When Interagency Conflict Is a Good Thing

Sometimes, seemingly duplicative programs can create needed checks and balances.

Management

Program Management Is Much More Complex Than Many Leaders Understand

There isn’t a single optimal approach. Different types of programs demand different skill sets.

Management

Moving Beyond ‘Boxology’

Government reform will demand more than just reshuffling the organization chart. So far, there are some positive signs.