OSBORNE'S DIAGNOSIS OF GOV'T BUREAUCRACY

No competition, few consequences, multiple conflicting missions, no creation of bottom lines, little accountability to customers

OSBORNE'S PRESCRIPTIONS

Can your agency separate steering from rowing?

Have more autonomy and flexibility?

Be held accountable for results?

THE SCARY MOVES

Decentralize operations, devolve responsibility down to operational level

Reexamine what gov't should do and pay for, pay for/not do, get out of

Downsize and privatize

Public/private competition

Contract out, market government services, charge the users

Customer orientation and quality standards, compensate wronged customers

Benchmark and measure performance

Get rid of the regulations

THE FIVE C'S

Core strategy--purpose, role, direction

Consequences strategy--managed competition, enterprise mgmt., perf. mgmt

Customer strategy--customer choice, competitive choice, quality assurance

Control strategy--empower organization, employees, community

Culture strategy--breaking habits, touching hearts, winning minds

HIERARCHY OF LEVERAGE-CHANGE (50)

Governing system--welfare, health care

Administrative system--budget, personnel, audit, planning

Organizational

Work Processes

People

"Delivering rapid, decisive air power--anytime, anywhere."

Structure must follow strategy. Above requires integrated front line teams.

IS GUT CHECK THE SAME AS EDGE?

Can legislators and mayors stop micromanaging?

Can they control outputs rather than inputs?

Please the customers instead of superiors?

Let outmoded or inept organizations DIE?

Really reward good employees? Really impose penalties on bad ones?

Change to a culture of excellence?