Improving Performance In The Public Sector
- Topics:
- Growth
- Tags:
- A.T. Kearney,
- Vertical Industries,
- Public Sector,
- Performance Management,
- Performance,
- Organizational Change,
- Marketing,
- Human Resources,
- Government,
- E-government,
- ...
- Source:
- A.T. Kearney
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Overview: In today’s world, the phrase “agile government” cannot be an oxymoron. Political, societal, economic, and technological forces are affecting governments and their decisions with increasing speed. But some government agencies see these challenges as an opportunity to revolutionize the way they do business, adopting strategies, the flexibility of their resources and organizations, and their responsiveness to customers and to changes in the political and economic environment. Any agency can become agile—regardless of size, service, or country. The most agile agencies focus on customer service, organizational change capabilities, and leadership. To be successful, the first generation of agile governments will require the support of customer-focused e-government systems and forward-thinking performance management. Thus, agencies that are well on their journey toward agility can still learn from the experiences of others. In addition, those organizations that are just beginning will find that the rewards are well worth the effort.
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Format: PDF | Size: 280KB | Date: Jan 2003 | Pages: 19
