Public sector actors—no less than private sector ones—now confront a world of unprecedented disruption. Environmental dangers, demographic and cultural shifts, rising expectations of efficiency in government, and, of course, rapid and ceaseless technological innovation continue to upend familiar paradigms. This makes Transformação - isto é, alcançar uma mudança fundamental na estratégia, modelo operacional, organização, pessoas e processos - como um imperativo para o setor público como para o setor privado. Estrutura de "três picos" da BCG para transformação nas organizações do setor público guia as organizações em todas as fases do processo de transformação de ponta a ponta.
But public sector entities find transformation particularly daunting—especially when it comes to creating and communicating the case for change and ensuring sustainable delivery of results for stakeholders. BCG’s “three peaks” framework for transformation in the public sector guides organizations through every phase of the end-to-end transformation process.
Por que a transformação é a transformação do setor público, o setor público? Endereço:
While the public and private sectors face some common challenges, many differences demand an approach to transformation geared specifically to enable the public sector to address:
Waning Trust. Mesmo entre os eleitores mais moderados, o ceticismo sobre a eficácia das políticas públicas e a capacidade do governo de cumprir suas promessas é alta. Como os países devem administrar a política de proteção de fronteiras e imigração em uma era de migração em massa? O que eles deveriam estar fazendo para mitigar as mudanças climáticas? Como eles podem proteger seus cidadãos contra o terrorismo? Fornecer serviços públicos para áreas rurais despovoadas e megacidades crescentes? Como eles devem marcar suas economias para serem globalmente competitivas na era da indústria 4.0 sem deixar para trás segmentos grandes de suas forças de trabalho? Even though global public opinion surveys reveal low levels of trust in business, discontent with the political status quo is creating genuine upheaval: Witness the backlash against liberal economic and immigration policies evident in the Brexit vote in the UK as well as in the recent elections in the US, France, Germany, Italy, and Austria. Even among more moderate voters, skepticism about the effectiveness of public policy and government’s ability to deliver on its promises runs high.
Rising Expectations. Yet the public’s skepticism about the efficacy of government action isn’t slowing its demand for more public solutions to critical problems. How should countries manage border protection and immigration policy in an era of mass migration? What should they be doing to mitigate climate change? How can they protect their citizens against terrorism? Provide public services to both depopulated rural areas and burgeoning megacities? How should they gear their economies to be globally competitive in the age of Industry 4.0 without leaving large segments of their workforces behind?
Restrições orçamentárias. Praticamente todos os países estão experimentando uma demanda por maior eficiência no uso de fundos públicos reduzidos. E isso está levando alguns serviços públicos e entidades para a beira da falha operacional. Even as expectations for government rise, many countries have reached the ceiling of tax rates the public is willing to accept. Virtually all countries are experiencing a demand for greater efficiency in the use of reduced public funds. And this is pushing some public services and entities to the very brink of operational failure.
Frustração dos funcionários. Para possibilitar as melhorias de desempenho, elas devem ser reenganhas. Many civil servants have become frustrated and disillusioned after the failure of previous transformation efforts. To make performance improvements possible, they must be reengaged.
Novas oportunidades e demandas desencadeadas pela digitalização. Ele pode aumentar simultaneamente a qualidade e reduzir os custos dos serviços prestados aos cidadãos. Mais proeminente entre eles: definir o "porquê" de seus esforços de transformação e fornecer resultados concretos e eficazes a partir desses esforços na forma de serviços aprimorados para todos os seus cidadãos. Through the ability, for example, to design value-based, data-driven public policies, create new delivery models based on citizens’ input, or streamline internal processes, digitalization offers enormous opportunities for the public sector to transform the way it serves the public. It can simultaneously boost the quality and lower the costs of services delivered to citizens.
Acute Challenges to Public Sector Transformation
In projects and discussions with dozens of politicians and civil servants in countries around the world, BCG has uncovered several acute challenges that public sector actors face in undertaking transformation. Most prominent among them: defining the “why” of their transformation efforts, and delivering concrete and effective results from these efforts in the form of improved services for all their citizens.
porque Setor público As entidades acham desafiador definir o porquê-ou seja, criar uma visão para um esforço de transformação e o que ele deve alcançar-e provocar resultados concretos, muitas vezes concentram sua atenção no design de novas políticas e planejamento para sua implementação. Tais falhas apenas alimentam o ceticismo em relação ao governo de que a transformação se destina a superar e dificultar a realização de sucessos futuros. Primeiro, enquanto todas as transformações corporativas estabelecem lucros como o mesmo objetivo final, os objetivos de uma transformação do setor público não podem ser divididos como simplesmente. Segundo, cidades, províncias e nações devem envolver um alto número de cidadãos. É claro que essas populações são muito maiores que um grupo de funcionários de fábrica ou divisão - e até em toda a empresa. Terceiro, o setor público deve se envolver em sua transformação
The result is transformation efforts that fail because they lack buy-in from political and administrative leaders, employees, and citizens or because they fail to deliver on their promises. Such failures only fuel the skepticism about government that transformation is intended to overcome and make future successes more difficult to achieve.
Further challenges arise from the complexity and enormity of the transformations that pubic sectors must undertake. First, whereas all corporate transformations set profits as the same ultimate goal, the objectives of a public sector transformation can’t be broken down as simply. Second, cities, provinces, and nations must engage a high number of citizens. These populations are of course much larger than a group of factory or division—and even companywide—employees. Third, the public sector must engage in their transformation All their citizens—across geographic locations, cultural and sometimes language differences, and diverse desires and needs.
With these challenges in mind, and based on our experience with both private and public sector transformations, BCG has created a systematic approach to transformation in the public sector, refined with the input of government clients, to ensure attention to all components of an end-to-end transformation process.
Framework de três picos do BCG para transformação do setor público
For public sector organizations to have a successful transformation journey they must climb three distinct “peaks”: vision, design, and delivery. Government officials and top civil servants need to invest sufficient time and energy in all three phases.These three peaks overlap and are intertwined over time; they are not linear. Rather, a successful transformation must be adaptive and iterative, with feedback loops and prioritized waves of initiatives that are regularly redefined. In short, work on the three peaks runs in tandem and overlaps throughout a transformation process.Peak 1: Vision—Defining and Communicating the “Why”
Defining the why of public sector transformation efforts can be tricky owing to two fundamental features of public sector organizations: they serve many masters who have many different goals.
That is, while for-profit companies may have multiple stakeholders, public sector actors have especially large and heterogeneous assortments of constituents. In public education, for example, stakeholders include students and families, teachers and teachers unions, school administrators, private suppliers, public and private funders, political parties, and local authorities.
Likewise, while private, for-profit organizations are typically oriented toward a single, ultimately monetary objective such as “sustainable value creation” or “cash,” the public sector must address multiple, sometimes conflicting, objectives that can be subject to rapid, politically driven change.
In the face of these challenges, establishing the vision for a public sector transformation requires a great deal more effort than for a private sector one.
Ensuring Legitimacy and Building the Case for Change
Employees need to be convinced at the outset both that the case for change is compelling and that the change effort enjoys support from the top levels of the organization. In the public sector, a transformation effort must have legitimacy with the public as well. Building both the internal and the external cases for change entails a number of steps:
- Avaliando as necessidades sociais e as expectativas dos cidadãos by drawing upon a full range of quantitative and qualitative sources—such as public data and reports, benchmarks, academic studies, press reports, feedback from both citizens and other ministries and/or levels of government. In its work with public sector clients, BCG also uses its proprietary MINDDDISCOVERY Abordagem para ir além dos grupos focais tradicionais para capturar as necessidades, desejos e atitudes dos clientes.
- Antecipando possíveis obstáculos e identificando as principais barreiras à mudança
- Alinhando os tomadores de decisão nos níveis políticos e administrativos mais altos to gain visibility and help maintain commitment over the long term
- Drawing lessons from past failures of similar reforms and policies
- Building employee, citizen, and other stakeholder consensus Sobre a necessidade de ação
- Defining both how digital disruption is affecting service delivery and the goals and expected gains of digitizing processes
Setting, Prioritizing, and Communicating Clear Objectives
With legitimacy established, public sector leaders need to address both their internal and their external constituencies by:
- Defining and communicating clear, ambitious but tangible, measurable goals, with timelines for reaching them
- Explaining expected results
Peak 2: Design—Creating Policy and Action Plans
In the next phase of a public sector transformation, organizational leadership must translate the vision into action.
Crafting Policies
Ao transformar a maneira como o governo presta serviços, os atores do setor público devem se concentrar na entrega Valor para cidadãos, um conceito que envolve a qualidade do serviço e seu custo. Um exemplo de política pública baseada em valor é a assistência médica baseada em valor, que aproveita os dados existentes sobre os resultados do tratamento de saúde para identificar e disseminar as melhores práticas baseadas em evidências comprovadas para o trabalho. Essa abordagem une todas as partes interessadas em medicina em torno de um objetivo compartilhado e objetivos transparentes.
A mesma lente baseada em valor para políticas públicas poderia, por exemplo, ser usada para medir e melhorar os resultados em Educação , segurança pública e política social, entre muitas outras. Os resultados de curto prazo são especialmente importantes para convencer os cidadãos e os funcionários públicos de que é realmente possível transformar a maneira como o governo fornece serviços públicos. implementável.
Policies should also be designed for both short- and long-term impact. Short-term results are especially important for convincing both citizens and public employees that it is indeed possible to transform the way government provides public services.
And they must be designed from the start for both sustainability and scalability, keeping internal and external constraints clearly in mind.
Finally—and critically, given the special challenges the public sector faces—the policies must be designed to be implementable.
ALOCAÇÃO DE RECURSOS
In this action-planning step, organizations also define the required resources, which include:
- Financial resources—budget, nature of financers, financing models and timetables
- Human resources—staff and teams, required seniority, governance, formal and informal collaborations
- Functional resources—information systems, communication, HR—are particularly solicited during transformations.
Creating Detailed Roadmaps
Plans must provide a level of detail proportionate to the time span they cover. More specificity is need for shorter projects because creating opportunities for short-term victories not only brings credibility, as noted above, but also creates momentum and is useful for designing the dedicated structures that will deliver the most lasting and dramatic changes.
Many public sector transformations in which BCG has participated demonstrate the usefulness of a “testing phase” before full deployment. Such a pilot phase focuses on selected beneficiaries, territories, or sets of services to help identify roadblocks from, for example, operational inconsistencies or unexpected side-effects.
As with the vision phase, the design phase need take only a few months.
Peak 3: Delivery—Ensuring Sustainable Results
A major element contributing to the success of transformation programs lies in this third phase: the implementation phase—where the policy takes shape in the field in a structured and sustainable way and change is achieved. BCG experience shows that in the private sector, the costs of supporting and implementing a transformation are estimated at 10% of the expected gains.
Essential tasks for delivering sustainable results include:
Active Process Monitoring
An entity should continuously monitor the launch and progress of the policy actions undertaken, in the field, with dedicated and experienced staff. Such a project management office (PMO), ensures avoids crises and bottlenecks and enables adjustments to initial plans as needed.
Such a PMO should be led by people with adequate levels of seniority, empowered by access to top management, and armed with the ability to make and push decisions and change existing rules and regulations. The team must take a "problem-solving" approach that gerencia Risco, em vez de evitá-lo a todo custo. O PMO mais promove a confiança em toda a organização e trabalha em estreita colaboração com ela para alocar recursos para resolver problemas - incluindo os inesperados. A chave são abordagens inovadoras que estimulam mudanças de comportamento benéfico entre os cidadãos, mantendo sua liberdade de escolha. Recompensas
Enabling/Training Key Resources
During this phase, training the people in the field—service providers as well service recipients—is necessary to help them navigate the change. The key is innovative approaches that stimulate beneficial behavior changes among the citizens, while maintaining their freedom of choice.
Designing and Implementing IT-enabled Tracking Tools
To evaluate the strategic and operational success of the policy requires implementing IT tools and systems for collecting data and tracking and analyzing outcomes.
Recognition and Rewards
Finalmente, departamentos ou agências devem destacar e comunicar histórias de sucesso para reconhecer funcionários públicos que desempenharam papéis importantes na obtenção de resultados positivos. As recompensas financeiras e simbólicas reforçam o sucesso.
While the vision and design phases of a public sector transformation should take only a few months each, the delivery phase requires resources and support all along the mandate timeline—typically for a few years.
Subindo em frente e para cima
Em um mundo de interrupção incessante, o setor público deve imaginar, projetar e implementar qualquer esforço de transformação como parte de um processo contínuo de melhorar seu serviço aos cidadãos. Essa abordagem e a mentalidade de transformação permitirá que as organizações construam novas capacidades e se adaptem continuamente aos contextos e prioridades em evolução. Agnès Audier
