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By Ronald B Cullen
Describes how private-sector administration concepts can assist governments receive larger entry to worldwide assets, create extra jobs, and supply larger social prone to their electorate. Transitions to aggressive executive demonstrates how executive can upload price to a quarter, a state, a nation, its voters, and their social values via velocity, consensus, and function. It does this in 3 levels. First, it exhibits aggressive govt to be entrepreneurial in looking assets, jobs, and social companies. moment, it offers case experiences that provide examples of the demanding situations confronted, thoughts applied, and imposing procedures hired through numerous degrees of presidency. 3rd, it explicates an international benchmarking strategy for comparing executive reforms and their development in yielding elevated competitiveness.
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Additional resources for Transitions to Competitive Government: Speed, Consensus, and Performance
Sample text
But the future is not a projection of the past. Government, like business, is confronted by a major turning point where evolutionary change strategies are futile. Government managers need to “jump the curve” and build a new platform from which to launch future solutions. Building that platform requires the dismantling of many traditional systems and values. A number of authors have explored the need for discontinuous change. Nicholas Imparato and Oren Harari (1994) use the term “jumping the curve” to discuss business management strategies that respond to the need for such change by breaking historical trends to establish a new platform for growth.
A number of analysts have argued that governments remain critical to national competitiveness. These authors argue for a shift in the roles of government rather than for its gradual abolition. This argument is advanced in a major analysis of national competitiveness by Michael Porter (1990). If Porter is correct, government needs to develop a new role which works with business to deliver improvements in national competitiveness. Porter argues that this role needs to be a catalyst for change rather than a protector of existing business interests.
Third, the complexity of the relationship is evidenced by the reality that competitive countries achieve this result with very different strategies and with very different approaches to the contribution and role of government and business. Any framework for competitive government needs to address these differences rather than presume there is one solution to government reform or one path to national competitiveness. Benchmarking Government Performance In responding to the external pressures discussed above, governments need to move beyond processes and maximize added value.