It is important to remember the importance of leadership and culture when striving to succeed in both public and private sector initiatives. Data itself is just an important first step.
The ether swirls with data like rain in a hurricane. Public managers are supposed to capture those drops; categorize them by source, content and value; allocate them to appropriate receptacles and set about reading them like crystal balls. You can think of all those data in the aggregate as the core management tool of 21st century business.
If it hadn’t become clear, however, management observers recently have noticed that for all the mimicking of the private sector that most management systems endow, the public sector’s adoption of private sector management tools does not itself make for effective management. Howard Riser recently made this surprisingly obvious point about standard business practices: “the business management practices—strategic planning, goal setting, performance measurement, etc.—do not explain a company’s success. Every business, including those that fail, relies on those ideas.” He could have added to his list– collecting a lot of…
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Lachezar G. Anguelov 