In this paper,* the authors state that the governments world over
have to give precedence in a number of sectors to social rather than
financial objectives. But this lack of alternatives, according to
them, needn't lead to indifferent performance. For them there are
many quantifiable measures of success in the public sector, but
rarely a single, uncomplicated bottom line.

According to Leslie and Tilley, public sector organisations face a
number of challenges: first, public-sector organizations are often
monopolies that administer and deliver essential services, such as
education, health care, law enforcement, and social welfare to entire
populations, second, public-sector organizations usually have broad
social objectives, such as reducing crime, that make it harder for
them to rank goals, and third, the workforce of the public sector
presents specific challenges.

In sum, the authors contend, that it is hard to inject a sense of
momentum into large, complex bodies that are insulated from
competition and have mixed, nonfinancial missions. The authors
nevertheless believe that organizational-design ideas, if implemented
together, can help reduce managerial complications and focus the
staff on doing the right things in the most efficient way.

The authors, therefore, suggest the following "five levers that
can move the public sector": 1. Strengthen the top team, 2.
Separate the design and provision of services, 3. Define the role of
the organizational center, 4. Integrate performance management, and
5. Learn new skills.

Keith Leslie is a principal and Catherine Tilley is a consultant in
McKinsey's London office.

Dr D.C.Misra
December 1, 2004.

__________________________________________________________________
*Cyber Quiz: Review of Leslie, Keith and Catherine Tilley (2004):
Organizing for effectiveness in the public sector, The McKinsey
Quarterly, Number 4, available:
http://www.mckinseyquarterly.com/article_page.aspx?
ar=1509&L2=19&L3=69&srid=17&gp=0 (accessed: December 1, 2004).