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When federal agencies carry out large-scale change efforts, ultimate success is measured on their ability to transform while continuing to meet the nation’s everyday needs.
Of course, that’s easier said than done. Changing organizations of such size and complexity, with so many moving and interacting parts, is a herculean task that often falls short of the original plan. But when meaningful transformation succeeds at the federal level, it’s far from accidental.
What separates successful federal agency change efforts from those that fail?
Working with Harvard University Professor of Public Management Steven Kelman, and informed by the National Academy for Public Administration and the Council for Excellence in Government, we spent 18 months examining the tenures of 11 agency leaders from the Bill Clinton, George W. Bush, and Barack Obama Administrations.
Eight of those leaders succeeded in transforming their agencies. The other three attempted to do so, but “met significant challenges.”
Through interviews and other research, we identified common techniques that the successful leaders consistently employed, but that the unsuccessful leaders did not. For leaders looking to achieve lasting change in today’s federal agency landscape, these techniques are a guide drawn by those who have been there and succeeded.
Download the report to learn 12 key techniques for successfully executing ambitious strategies at Federal Government agencies.
Change is always a defining element of transitions in administration. Understanding how leaders initiate and execute change provides insight into effective public strategies, speeds the process of transformation, and strengthens leadership capabilities of those entrusted to carry out public agency missions.