Successfully Executing Ambitious Strategies in Government: An Empirical Analysis

How 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 "best practices" 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.

The Continuity of Discontinuity: How Young Jews Are Connecting, Creating, and Organizing Their Own Jewish Lives

Based on case studies of four self-initiated ventures in Jewish self-organizing, explores their organizing principles, the limitations of and challenges for conventional institutions, and implications for engaging the new generation

Beyond Distancing: Young Adult American Jews and Their Alienation from Israel

This research reports on a mounting body of evidence that has pointed to a growing distancing from Israel of American Jews, most pronounced among younger Jews, and explores critical questions behind their presumably diminished attachment to Israel

Are There Managerial Practices Associated with Service Delivery Collaboration Success?: Evidence from British Crime and Disorder Reduction Partnerships

Little empirical work exists measuring if interagency collaborations delivering public services produce better outcomes, and none looking inside the black box at collaboration management practices. We examine whether there are collaboration management practices associated with improved performance of Crime and Disorder Reduction Partnerships, a crossagency collaboration in England and Wales. These exist in every local authority in England and Wales, so there are enough of them to permit quantitative analysis. And their aim is crime reduction, and crime data over time are available, allowing actual results (rather than perceptions or self-reports) to be analyzed longitudinally. We find that there are management practices associated with greater success at reducing crime, mostly exhibited through interaction effects such that the practice in question is effective in some circumstances but not others. Our findings support the arguments of those arguing that effective management of collaborations is associated with tools for managing any organization, not ones unique to managing collaborations: if you want to be a good collaboration manager, you should be a good manager, period.

Back to Acquisition Reform Basics

Recently, I was teaching in an executive education program at the Kennedy School for GS-l5 level (and uniformed equivalent) federal managers. During a class discussion of public-sector performance measurement, a woman from the Defense Logistics Agency spoke about how her organization had used performance measures as a tool in their effort to re-orient the agency towards a greater results-orientation and customer focus. Having listened to her account, another participant across the room raised his hand to identify himself as a customer of the Defense Department supply system. He had noticed the difference. The system was serving him better, he said

Hard, Soft, or Tough Love: What Kinds of Organizational Culture Promote Successful Performance in Cross-Organizational Collaborations?

One of the most-pervasive debates in literature on managing people is whether using “hard” or “soft” approaches produces better organizational performance -- those seeking to influence behavior by pressuring or by nurturing. This paper examines this question in the context of a cross-organizational collaboration in English local government between police, probation, social work, and other organizations designed to reduce crime. Using a survey to gather data about cultural features of these collaborations and actual crime data, we find interaction effects between the joint presence of “hard” and “soft” cultural features in explaining crime reduction. Taking a phrase from pop psychology, it appears that cultures characterized by “tough love” perform better than those with only “hard” or “soft” features by themselves. We suggest that further research be conducted surrounding the relationship of the “tough love” construct to organizational performance

Overcoming Corruption and War -- Lessons from Ukraine\u27s ProZorro Procurement System

After the 2014 uprising against widespread corruption under former Ukrainian President Victor Yanukovych, a group of civic activists and data experts decided to overhaul government procurement. Their efforts produced an open-source e-procurement system, ProZorro (“transparency” in Ukrainian), and a community of citizens and government buyers, Dozorro (“watchdog” in Ukrainian), that analyzes contracting data, flags high-risk deals and irregularities, and reports them to government authorities. Created with the help of the European Bank for Reconstruction and Development and the U.S. Agency for International Development, ProZorro has helped Ukraine save almost $6 billion in public funds since October 2017, according to the December 2021 U.S. Strategy on Countering Corruption. Resilient in the chaos of war, ProZorro offers many lessons. It offers technical insights useful for any procurement system. For example, in many ways it is more transparent, and better integrated with commercial marketplaces, than the U.S. system. ProZorro also shows how important transparency can be to the strength and integrity of a procurement system. Finally, the system’s sheer endurance – it continues to flourish in the face of a violent attack from Russia – teaches volumes about the patriotism and dedication of those procurement officials behind the ProZorro system. ProZorro was born of many Ukrainians’ intense frustration with a closed and corrupt system of procurement. Launched as a private effort and then adopted by the Ukrainian government, the system was built on principles of impartial decision-making and transparency – key ingredients to any post-Soviet reform. Despite Ukraine’s broader slide back into corruption after its 2014 revolution, ProZorro has persisted as a highly successful tool against corruption, as a means of broadening businesses’ participation in government procurement, and as a reminder of transparency’s importance in reinforcing confidence in government

Successfully Executing Ambitious Strategies in Government: An Empirical Analysis

How 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 “best practices” 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

Are There Managerial Practices Associated with Service Delivery Collaboration Success?: Evidence from British Crime and Disorder Reduction Partnerships

Little empirical work exists measuring if interagency collaborations delivering public services produce better outcomes, and none looking inside the black box at collaboration management practices. We examine whether there are collaboration management practices associated with improved performance of Crime and Disorder Reduction Partnerships, a crossagency collaboration in England and Wales. These exist in every local authority in England and Wales, so there are enough of them to permit quantitative analysis. And their aim is crime reduction, and crime data over time are available, allowing actual results (rather than perceptions or self-reports) to be analyzed longitudinally. We find that there are management practices associated with greater success at reducing crime, mostly exhibited through interaction effects such that the practice in question is effective in some circumstances but not others. Our findings support the arguments of those arguing that effective management of collaborations is associated with tools for managing any organization, not ones unique to managing collaborations: if you want to be a good collaboration manager, you should be a good manager, period