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From Strategy to Action: A Guide to Getting Shit Done in the Public Sector
The public sector is pretty good at coming up with ideas and articulating ‘– a cynic might say that clever acronyms, snazzy diagrams and wall posters are a specialty.
Unfortunately, we are not quite as good at delivering on the promises this cleverness suggests. Strategy execution occurs at a dismal rate in the public sector and we are struggling to get shit done. The consequences of this are obvious and troubling; wasted time, wasted money and a frustrated public service who find themselves unable to deliver improvements for their customers and community.
Not because public sector managers are weak, lazy, or incompetent. Quite the opposite. Public managers operate in a highly complex and extremely accountable environment prone to unique pressures: relationships to navigate, politicians to grapple with, bureaucratic processes to comply with; and relationship and reputational constraints galore.
The easier path lies in surrendering to these complexities, to hide behind these entirely legitimate excuses to underperform and be content with inconsistent and incremental improvements.
If this lack of action appeals, I suggest you read no further. This book is not for you.
This book is for public sector managers who are tired of spinning their wheels and are prepared to tackle the challenging complexity of public service. This book is for public sector managers who are ready and willing to put their energy into getting shit done that benefits our community. This book is for those who are willing to challenge behaviours and processes that don’t work, and who want to try a different way of working so they can leave the office each day feeling satisfied and fulfilled.
The ideas in this book are based on extensive research and hands-on experience working with public sector leaders on strategic change, both large and small. The Strategy to Action framework is a simple, yet powerful, collection of methods that can bridge the insufferable gap between strategy and action. Applied successfully in public sector organisations across New Zealand, this framework promises to turn good intentions into powerful outcomes and deliver public value for the people who pay our wages.
However, like all good methodologies, the framework is not enough. It is not a silver bullet. Knowledge is power, but it is useless unless it is applied, tested and grappled with. Creating change in your team and organisation will require consistent, concerted effort and energy.
Consequently, this book is useful for anyone needing to bridge the gap between thought and action. But it is especially beneficial for a public manager who:
Is new to the sector and can’t come to grips with the glacial pace of change
Has worked in the sector for a long time and has become jaded by change fatigue and strategic buzzwords
Wants desperately to make change happen for customers and community but feels hamstrung by people, politics and processes
Has the mandate to drive strategy but is stuck in the weeds, drowning in business as usual (BAU) and can’t tell when or how to make it happen.
Unfortunately, we are not quite as good at delivering on the promises this cleverness suggests. Strategy execution occurs at a dismal rate in the public sector and we are struggling to get shit done. The consequences of this are obvious and troubling; wasted time, wasted money and a frustrated public service who find themselves unable to deliver improvements for their customers and community.
Not because public sector managers are weak, lazy, or incompetent. Quite the opposite. Public managers operate in a highly complex and extremely accountable environment prone to unique pressures: relationships to navigate, politicians to grapple with, bureaucratic processes to comply with; and relationship and reputational constraints galore.
The easier path lies in surrendering to these complexities, to hide behind these entirely legitimate excuses to underperform and be content with inconsistent and incremental improvements.
If this lack of action appeals, I suggest you read no further. This book is not for you.
This book is for public sector managers who are tired of spinning their wheels and are prepared to tackle the challenging complexity of public service. This book is for public sector managers who are ready and willing to put their energy into getting shit done that benefits our community. This book is for those who are willing to challenge behaviours and processes that don’t work, and who want to try a different way of working so they can leave the office each day feeling satisfied and fulfilled.
The ideas in this book are based on extensive research and hands-on experience working with public sector leaders on strategic change, both large and small. The Strategy to Action framework is a simple, yet powerful, collection of methods that can bridge the insufferable gap between strategy and action. Applied successfully in public sector organisations across New Zealand, this framework promises to turn good intentions into powerful outcomes and deliver public value for the people who pay our wages.
However, like all good methodologies, the framework is not enough. It is not a silver bullet. Knowledge is power, but it is useless unless it is applied, tested and grappled with. Creating change in your team and organisation will require consistent, concerted effort and energy.
Consequently, this book is useful for anyone needing to bridge the gap between thought and action. But it is especially beneficial for a public manager who:
Is new to the sector and can’t come to grips with the glacial pace of change
Has worked in the sector for a long time and has become jaded by change fatigue and strategic buzzwords
Wants desperately to make change happen for customers and community but feels hamstrung by people, politics and processes
Has the mandate to drive strategy but is stuck in the weeds, drowning in business as usual (BAU) and can’t tell when or how to make it happen.
197 pages, Kindle Edition
Published May 29, 2019
8 people are currently reading
42 people want to read
About the author
Alicia McKay
3 books12 followersAlicia McKay is a leading New Zealand authority on strategy and change. Author, speaker, consultant and entrepreneur, Alicia has worked with over 100 organisations to become more strategic and effective.
Alicia founded Not An MBA, Meetings that Matter and Consultants of Choice. She was the co-host of What's On Your Mind? podcast, host of The Alicia McKay Show and has appeared on TV, radio and podcasts across the globe.
Alicia founded Not An MBA, Meetings that Matter and Consultants of Choice. She was the co-host of What's On Your Mind? podcast, host of The Alicia McKay Show and has appeared on TV, radio and podcasts across the globe.
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August 6, 2019
A must read for all NZ public servants
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