Public sector
Turner’s Research on Strategy Execution in the Public Sector—A Midterm Assessment
The effectiveness of public organizations is very much in the spotlight—more than ever. Turner launched a study on Strategy Execution in public organizations. How effective is the organization’s day-to-day operations? How are change initiatives handled? More than 30 managers and executives have already participated. Turner provides an interim report: “For most, the fundamentals appear to be in order (‘run’). On the change side (‘change’), however, a number of bottlenecks are emerging.”
Strong Execution Capabilities Are Desperately Needed
Christiaan Gort, head of Turner’s public sector practice, explains why we are launching a study at this very moment: “Public organizations are under pressure, and societal developments call for change. Problems with implementation are very much in the spotlight. And although a report like *Werk aan Uitvoering* offers valuable recommendations, the question remains whether implementing organizations can carry them out effectively. That’s why we’re launching a study on the effectiveness of public organizations.”
Research on Strategy Execution in the Public Sector
The study consists of an online survey and supplementary in-depth interviews with executives and managers of public organizations. What is the current state of Execution Capacity in the Public sector? Three themes are addressed:
- the overall effectiveness of public organizations and the change portfolio
- the ability to implement change initiatives within organizations
- The Impact of COVID-19 on the Change Agenda
Are you a director or manager of a public organization? Go to the questionnaire and take part:
The first interim assessment: a lack of focus
The results from the first 30 participating organizations have been analyzed. 70% of respondents indicate that the fundamentals are in good shape. In addition, 80% feel a need and sense of urgency to change, and 70% say the strategy for doing so is clear. Turner comments: “Although the fundamentals (‘run’) are in order for most organizations, change (‘change’) is necessary. A number of bottlenecks are emerging in this regard. 80% indicate that they are not making enough choices. So there is a lack of focus. In the Portfolio of change initiatives, there is an insufficient balance between improvement, renewal, and innovation. That balance is crucial for aligning with the organization’s capacity for change.”
When asked about the topics on the change agenda, these three came up most often:
- Chain Collaboration
- Organizational excellence
- Improving Service Delivery
It's proving difficult to follow through
When we look at how change initiatives are implemented, about 75% indicate that stakeholders are well involved. Yet more than 50% are unable to successfully scale up these changes. Christiaan comments: “Following through within public organizations appears to be difficult. It’s also striking that 70% say they don’t measure whether objectives are being met. Benefits management seems to be a blind spot.”
When asked about the impact of the pandemic, all participants indicated that the change agenda will continue unabated in 2021. The majority stated that e-change is possible through the use of digital tools. Christiaan: “That’s great, of course. Still, we see a group of 25% who haven’t got this sufficiently in order. It’s a shame, because this is a necessary prerequisite for implementing changes!”
“The change initiatives lack focus and balance.”
The second round has begun
The study is entering its second phase. “In the coming months, we’ll be working to increase the number of participants so that we can gain a better and broader understanding of the issues facing different types of public organizations.” “In addition, we’ll be conducting interviews to delve deeper into the causes of the bottlenecks in Strategy Execution.”
It's easy to participate
Are you a director or manager in the public sector who hasn’t yet completed the online questionnaire? If you participate, you’ll receive the research report later this year, which provides insight into what other public organizations consider to be the most important challenges of Strategy Execution and how these can be addressed. It takes 10 minutes to complete.
Strategy = Execution. Improve, Renew and Innovate Faster
How can organizations make strategy execution their number one priority? And improve, renew and innovate faster? This I describe in my book Strategy = Execution. Strategy = execution is based on the research that Turner started years ago into the success factors of strategy execution and innovation. We interviewed 60 directors and professionals and analyzed more than 75 cases, 300 relevant books and articles.
- More about Jacques Pijl (author) and Turner Consultancy.
- The most popular interventions based on Strategy = Execution
- 24 endorsements from organizational leaders
- American management book of the year 2021, no. 1 in the category of strategic management, in the top 100 bestseller, seventh edition, translated into: English, German, Spanish, Russian and Bahasa.
- Selection of the most important management books according to CEOs of innovative organizations (FD New Champions). Included in library of classics (mb.nl).
- Nominated for Management Book of the Year.
- Countless articles and interviews in FD, Emerce, Frankwatching and CFO.
- Numerous Ted Talks and in-company workshops at the top 25-50 organizations, average rating 8.7.
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