IBM Center Releases Transition Guides

By: John M. Kamensky

 John M. Kamensky is a Senior Fellow and Associate Partner, IBM Center for The Business of Government.

Next week, we’ll know who the next President will be. And he’ll have to hit the ground running to deal with the mega-challenges he’ll face. 

His first task will be to put in place his team of executives to run agencies that oftentimes dwarf even Fortune 50 companies. How do they get up to speed?

Incoming agency executives in the next President’s administration must focus on ensuring success in key management areas, and respond to six imperatives, in order to ensure their success, according to two new books from the IBM Center for The Business of Government.

The authors, all former career federal executives, interviewed hundreds of current and former government officials, public policy experts, academics and researchers to prepare succinct guides detailing the shift from campaigning to governing.

 Book 1: The Operator’s Manual 

The Operator's Manual for the New Administration is like a new car manual. It tells you how it works. It details critical areas of expertise—leadership, performance, people, money, contracting, technology, innovation and collaboration—along with examples of effective government management. You can also read the book online at a special website devoted to presidential transition resources.

Each critical area starts with a two-page memo to incoming agency executives with crisp explanations of what they face. For example, in the “Money” area, the memo highlights the role of agency CFOs:

“While legislation has been put into place to strengthen the role of the federal chief financial officer (CFO), there is a lack of clarity for federal CFO roles and responsibilities. Oversight responsibilities for CFOs in the federal government vary from agency to agency. While CFOs are responsible for the financial management activities of their agency, not all CFOs are responsible for budgeting and planning. Similarly, some CFOs share responsibility for implementation of financial management systems with their agency chief information officer (CIO). Moreover, in some agencies, the CFO is responsible for many other agency activities, including human resources, asset management, procurement, facilities, bankcards, and general administration in addition to financial management. In some agencies, the CFO also reports to the CIO. In other words, there are no standard practices for federal CFO responsibilities.” 

Each memo is followed by a series of questions-and-answers. In the Money section, these include questions such as: “Do you have any suggestions on how we might better control costs?” and, “Can you tell me more about the ‘cost management’ culture?” Responses are based on past IBM Center studies.

 Book 2: Getting It Done

The Getting It Done: A Guide for Government Executives is more like a map. While the Manual tells you how the car works, the Guide is more like a map on how to get somewhere. In it, the authors identify six initial imperatives for success:

• “What I meant to say was … “There is likely to be a gap in time (sometimes long) between nomination and confirmation.  During this time period, learn as much about your agency as possible.

• Get smart. While you have done your background research on your agency prior to confirmation, devote early days in office to learning more about your customers, your agency programs, and “flash points” that may cause problems down the road for an agency.

·       The urgency of now. As part of learning how your agency works, find out what needs quick action and what issues require further study.

•       It’s the vision, stupid! A vision and a focused agenda will be crucial to your success in Washington. You will need to both communicate the vision and convey a sense of urgency to get it done. 

·       Civil servants are people, too. A key ingredient to your success will be putting together a joint political/career team. Don’t view your staff as two distinct camps. Avoid “political appointees only” meetings as much as possible.

·       Likeability works. All organizations—public and private—have stakeholders and a complex environment, but many observers think that government is harder because there are so many stakeholders. The key to your success will be succeeding (to a large extent) with all of them.

In addition, Getting It Done contains 14 “primers”—written by experienced leaders—on how to work with key stakeholders such as the White House, Congress, the Office of Management & Budget, the media, etc., all of whom are key to “getting it done.”

The Washington media has showcased these two books as being useful. What do you think? What additional advice would you add to new agency leaders?