结构大胆的政府

Table of ContentsIntroductionForwardSummaryIntroduction to the Four PrinciplesStructural Courage of GovernmentsImplementationThe Four Principles in PracticeSelf-Assessment QuestionsAssessment CriteriaEvaluationWhat are the Structurally CourageousGovernments?Principle 1:Put People First, and Process Preservation SecondPrinciple 2:Understand and Make Understand Global Trendsand Latest TechPrinciple 3:Design, Implement, and Maintain a 21-centuryWork CulturePrinciple 4:Build Resilience and Crisis-Readiness Platforms 24681030324042451112162024 ForewardSince my colleagues and I have started my workhelping governments around the world functionbetter, we have come across many situationsthat, while having different forms and presentingdifferent types of risks to the organizationalunits I worked with, shared one structuralparticularity. They were all related to the entity’sreluctance to change.With the launch of the research project“Government Tomorrow Forum” and its labs in2023, we are seeing more and more justificationfor a strong (yet difficult and costly) pivottowards what we ended up calling “structurallycourageous governments.” These are stateentities with big responsibilities (national andlocal governments, municipalities, ministries,etc.) that can overcome their inherent proclivityto advance in small increments preserve stabilityand own structure. They do it not throughthe usual channels — external push in a formof a crisis, particularly brave leadership, or acombination of both — but rather through thevery way they are designed. As governmentsare less stressed about losing customers tocompetition than corporations, and as theirresources are more or less guaranteed on asemi-permanent basis, these behemoths rarelyevolve unless pushed to do so from the outside.Structurally courageous governments, though,are different: in their very architecture progress isborn and fostered from within, in a never endingprocess fueled by organizational culture. The lessons we learned by working with, andresearching the world’s most successful (andmost courageous) governments are summarizedin the Four Principles developed by one of thelabs specifically for the United Arab Emirates’Prime Minister’s Office. The UAE government isnot only one of the most advanced, but one ofthe most curious governments as well. The UAEis one of these — rare — structurally courageousgovernments we use an example in our work andour research, and it is a great example of how theFour Principles can make your country a globalleader in citizen satisfaction.These Principles are applicable to politicalculture, any economic situation, and anystructural entity, from the country as a whole toa city hall of a mid-sized town. If they appeartoo general, remember that they serve asnothing more but lighthouses that indicate thedirection, not as the end state.I hope that this short yet important readingwill inspire you to take a bold new look at yourown organization. This is always the first step inbuilding structural courage!Igor LysCEO of Gambit,Founder of GovernmentTomorrow Forum Summary Governments, both leadership, management, andexecution-level public servants, must be educated onthe key global trends in economy, geopolitics, and(probably most importantly) technologies. As thegovernment constantly reevaluates the efficiency ofits process and service designs, this knowledge mustfuel the regular feedback loops on every level ofdecision-making.Governments:Progress from within,not as a reaction toexternal events orUnderstand, and makeunderstand, global trendsand new technologiesChange will also come from the outside.While practically every government inthe world is investing lots of efforts intoresilience, we see that each systemiccrisis discovers enormous gaps in theresponse of even the richest and the mostadvanced governments. The governments oftomorrow must pre-build digital platformsfor different types of crises, and createdeployable « pre-solutions » that will ensurefast adaptation to dramatically changingexternal circumstances.Build resilienceand crisis-readiness Most governments, as opposed to privatesector organizations, tend to prioritizeinternal process coherence. This is usuallyjustified by the cost of change, organizationaland legislative complications, and othersimilar factors. However, we see that in timeof challenges and / or by the impulse ofstrong leaders, huge change and disruptiveinnovations are possible on any scale. Researchalso shows that increase in service quality (adirect consequences of people-first approach)increases satisfaction and growth.In the new century, attracting and retainingtalents is more essential than ever.Engineers, programmers, and highly skilledmanagers can dramatically increase thequality of government services, but to makethem work in the interest of governments,public sector decision-makers must startimplementing a new, radically differentworkspace culture. They must createinnovation clusters and sandboxes withino