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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000010278948 | JF1525.T67 P75 2011 | Open Access Book | Book | Searching... |
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Summary
Summary
Private Sector Strategies for Public Service Leaders
No corner of the government or public sector has been spared from budget turmoil in recent years. Among budget cuts, increased requirements, and new threats and challenges, governments typically balance the scales through (1) increased funding and/ or (2) rationalizing services or service levels.
This book gives you a third option. It's called high performance, and it's been implemented in the private sector--with great success--for more than two decades. This hands-on guide, written by the global consultants from Accenture, shows you how to apply these business principles in any public organization. Learn how to:
Improve the outcomes you deliver-- while lowering the cost to deliver them. Streamline your operations--by increasing speed, agility, and efficiency. Build a high-performance "anatomy" to strengthen your organization. Manage assets, decrease risks and losses, and deliver true excellence.Featuring case studies from the public sector, including federal, state, local, agencies, bureaus, and departments, this unique guide takes you inside government organizations, where high performance "anatomy" is already making a difference. You'll discover low-cost techniques deployed by the Naval Air Systems Command and the IRS, as well as high-performance solutions for problems as diverse as homeland security, disaster response, health care costs, and dwindling resources. High Performance Government provides a proven method for adapting to the "New Normal" of lower budgets by showing you how to do even more with even less--creating a learning, working environment that reacts to change. This is how the top companies in the world increase productivity and profits through any market conditions.
From Wall Street to Washington and Main Street, real success is driven by execution excellence. This book gives you the solutions you need to lower cost and create a leaner more efficient organization.
Praise for Building High Performance Government
" Building High Performance Government is a fast read with a big message. It explains how the inevitable downsizing of governments at all levels--federal, state, local--doesn't have to also mean fewer or lower-quality services. This book highlights viable strategies already in use today to create better alignment and greater productivity in government."
--Graham Richards, Former Mayor of Fort Wayne, Indiana
"Every level of government is experiencing a budget crunch these days, and that always results in slashing services. This book can help public sector leaders find another option--how to deliver on their core mission at a much lower cost."
--Sean O'Keefe, CEO , EADS North America, former Administrator of NASA, former Secretary of the Navy and former chancellor of Louisiana State University (LSU)
"A solid read for federal, state, and local government leaders wondering how to 'do more, without more.' Building High Performance Government focuses on the main things that leaders can do to help their organization get more out of each tax dollar while also improving quality and speed--an absolutely essential requirement in today's fiscally constrained environment."
--David Melcher, Senior Vice President, ITT Corporation; President, ITT Defense & Information Solutions, US Army Lieut enant General (Ret.) formerly the Army's Military Deputy for Budget and Deputy Chief of Staff for Programs in the Pentagon
Author Notes
Mark Price is a senior executive--Accenture Management Consulting and coauthor of the bestselling The Lean Six Sigma Pocket Toolbook.
Walter Mores is a senior executive--Accenture Management Consulting supporting Health & Public Service clients.
Hundley M. Elliotte is a senior executive and leads the Process Performance Global Offering Group within Accenture Management Consulting.
Accenture , one of Fortune 's 50 Most Admired Companies, has more than 211,000 employees serving clients in more than 120 countries. The firm is an established leader in management consulting, helping public sector clients achieve high performance across the globe. Drawing on the extensive experience of its 13,000 management consultants globally, Accenture Management Consulting helps clients move from issue to outcome with pace, certainty, and strategic agility. The firm's home page is accenture.com.
Table of Contents
Prologue: The Third Lever | p. 1 |
Putting the Challenge in Context | p. 3 |
What's in This Book | p. 5 |
Meeting the Challenge | p. 6 |
Chapter 1 Building the Anatomy for High Performance | p. 7 |
Component 1 Operational Excellence | p. 8 |
Component 2 Agility | p. 11 |
Component 3 Workforce and Culture | p. 13 |
Finding the Leverage Points | p. 14 |
Part I Leading the Way to Operational Excellence | |
Introduction to Part I | p. 16 |
Spotlight A Do You Know Who Your Customers Are? | p. 18 |
Differentiating Customers from Stakeholders | p. 20 |
The Price of Not Focusing on Customers | p. 21 |
Identifying Customers and Their Needs | p. 22 |
Aligning Your Organization to Customers | p. 25 |
Chapter 2 Aligning Outputs to Desired Outcomes | p. 26 |
Keeping the Links | p. 29 |
Phase I Why Do an Enterprise Analysis? | p. 30 |
Prime Value Chain: A Powerful Picture of an Enterprise | p. 31 |
Enterprise Analysis Case 1: Joint Munitions Command | p. 33 |
How to Do a PVC Analysis | p. 36 |
Enterprise Analysis Case 2: Common Ground | p. 44 |
Top Challenges in Enterprise Analysis | p. 47 |
Worth the Effort | p. 48 |
Chapter 3 Creating an Action Road Map | p. 50 |
Picking Up the Strategy-Execution Link | p. 52 |
Phase II Developing a Balanced Portfolio | p. 54 |
Phase III Execution Management and Governance | p. 62 |
Keep Your Eye on the Prize | p. 69 |
Part II Agility: Responsiveness and Innovation | |
Introduction to Part II | p. 72 |
Spotlight B Understanding Agility in the Public Sector | p. 74 |
Short-Term Agility | p. 74 |
Long-Term Agility | p. 75 |
Agility and Mission Resilience | p. 77 |
Beginning the Agility Journey | p. 78 |
Chapter 4 Knowing What's Coming Before It Happens | p. 80 |
Anticipate the Future with Leading Indicators | p. 82 |
Develop Your Own Leading Indicators | p. 84 |
Use Multiple Indicators | p. 86 |
Metrics Must Trigger Action | p. 87 |
Long-Term Agility | p. 89 |
Leading Indicators in a Mature Organization | p. 90 |
Forward-Thinking, Forward-Sensing | p. 91 |
Chapter 5 The Innovation Imperative | p. 92 |
Understanding Innovation | p. 94 |
Challenges of Innovation in the Public Sector | p. 95 |
Building a Robust Innovation Engine | p. 97 |
The Innovation Process | p. 99 |
Management Capability for Innovation | p. 104 |
Making Innovation a Reality | p. 107 |
Spotlight C The Need for Disruptive Innovation | p. 108 |
What Makes an Innovation ôDisruptiveö | p. 110 |
How to Succeed with Disruptive Innovation | p. 112 |
Become a Disruptive Innovator | p. 116 |
Part III Culture and Workforce | |
Introduction to Part III | p. 118 |
Chapter 6 Leadership to Galvanize Your Workforce | p. 120 |
Change Requires Leadership, Not Just Management | p. 121 |
What Performance-Oriented Leaders Think and Do | p. 122 |
Eight Lessons from Public Sector Leaders | p. 124 |
Determining Leadership Development Needs | p. 129 |
Making Sure Your Leaders Lead | p. 130 |
Chapter 7 Ready, Willing, and Able | p. 132 |
The Three Components of Capability | p. 133 |
The Cost of Un-Capability | p. 135 |
Strengthening Mission Capability | p. 136 |
From Good to Best | p. 139 |
Chapter 8 What Gets Measured Gets Done | p. 140 |
Too Much Data, Too Little Information | p. 142 |
Picking the Right Performance Metrics | p. 144 |
Developing a Metric System You Will Use | p. 145 |
Keep Your Goal in Sight | p. 150 |
Spotlight D Managing Change | p. 152 |
Part IV Performance-Oriented Deployment | |
Introduction to Part IV | p. 156 |
Chapter 9 Making the Future a Reality | p. 157 |
The Good, the Bad, and the Missing | p. 159 |
Approach Matters as Much as Output | p. 160 |
Performance-Oriented Strategic Planning | p. 170 |
Using a Strategic Plan to Manage Your Organization | p. 171 |
Making Progress Where It Matters | p. 173 |
Spotlight E Scenario Analysis | p. 174 |
Scenario Analysis in a Nutshell | p. 176 |
Four Steps of Scenario Analysis | p. 177 |
The Case for Scenario Analysis | p. 179 |
Chapter 10 Next-Generation Deployment Strategies | p. 182 |
Path 1 Assessment-Enhanced Traditional Path | p. 185 |
Path 2A Issue-Based Deployment | p. 187 |
Path 2B Technology Value Realization | p. 187 |
Path 3 Rapid Path to Results | p. 189 |
Speed with Results | p. 192 |
Notes | p. 193 |
Index | p. 195 |
About Us | p. 199 |