Successfully Executing Ambitious Strategies in Government: An Empirical Analysis
AbstractHow are senior government executives who attempt to execute an ambitious vision requiring significant strategic change in their organizations able to succeed? How do they go about formulating a strategy in the first place? What managerial and leadership techniques do they use to execute their strategy? In this paper, these questions are examined by comparing (so as to avoid the pitfalls of â€œbest practicesâ€ research) management and leadership behaviors of a group of agency leaders from the Clinton and Bush administrations identified by independent experts as having been successful at executing an ambitious strategy with a control group consisting of those the experts identified as having tried but failed at significant strategic change, along with counterparts to the successes, who had the same position as they in a different administration. We find a number of differentiators (such as using strategic planning, monitoring performance metrics, reorganizing, and having a smaller number of goals), while other techniques either were not commonly used or failed to differentiate (such as establishing accountability systems or appeals to public service motivation). We find that agencies that the successes led had significantly lower percentages of political appointees than the average agency in the government. One important finding is that failures seem to have used techniques recommended specifically for managing transformation or change as frequently as successes did, so use of such techniques does not differentiate successes from failures. However, failures (and counterparts) used techniques associated with improving general organizational performance less than successes.
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Bibliographic InfoPaper provided by Harvard Kennedy School of Government in its series Scholarly Articles with number 4481609.
Date of creation: 2009
Date of revision:
Publication status: Published in HKS Faculty Research Working Paper Series
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- Iain McLean & Dirk Haubrich & Roxana GutiÃ©rrez-Romero, 2007. "The Perils and Pitfalls of Performance Measurement: The CPA Regime for Local Authorities in England," Public Money & Management, Taylor & Francis Journals, vol. 27(2), pages 111-118, April.
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