Managing For Results

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.

John M. Kamensky is associate partner at IBM Business Consulting Services and senior fellow at the IBM Center for the Business of Government. Albert Morales is partner and practice leader of the Public Sector Strategy and Change Practice at IBM Business Consulting Services.