Mark McDonald

Yes if you keep your eyes on the mission.

Public sector CIOs often see the need for change more clearly than other executives and administrators.  They also see the need for managed change in order to continue to deliver agency services. The latter factor makes many public sector organizations risk-adverse and conservative in their approaches, as they do not want an operational failure to show up in the “papers.”

The other day I was fortunately enough to speak to the appointed oversight board of directors for a public sector agency.  The board saw the opportunity for innovation and change, the use of the web as a service channel and new approaches to engaging constituents in the agency and its mission.  The first question from the board was:

“How can we innovate and change when the agency and the elected officials are so risk adverse?”

The chairman went on to explain about how they see the need but the politicians who appointed them are not interested in change, something might go wrong, besides the status quo was much to their liking.  So where is the rub?  Simply put the rub is that there is more the agency could be doing with existing resources, better ways to meet constituent needs.

The situation is not unique to this agency as stability and keeping out of the media are real values on the political agenda.  But, in my experience working with Public Sector CIOs over the past ten years the following is true:

When an agency loses sight of its mission or when it is no longer important, that is the time when agencies become risk adverse.

Without the mission in front of the agency, the risk aversion approach makes sense as any change is viewed as a zero sum game – one group wins because another group has to lose.

Without the mission there is change with no context, no reason why, no specific goal.

Without the mission there is no way to measure success, or the need to change course.

Without the mission everything is cost and expenditure that is managed in one direction – down.

Contrast that with a mission in place.  You have the opportunity to create a win-win, a reason, a goal and a measure of success.  You also have a strong reason for explaining why your are doing something, even when it goes wrong.

“Our mission is to … and we had a new idea to do … that would improve the service we delivery to our constituents.”

The alternative is, we tried something, it failed.  Pretty weak reason and so it’s not hard to see why people tend to be risk adverse.

But we need innovation in the public sector, new ideas to solve increasingly complex problems, and new levels of effectiveness and efficiency.  Being risk adverse makes sense in an environment where things are viewed as lose-win or lose-lose.  Remember the adage:

Just because nothing is WRONG, does not mean that anything is RIGHT

Any change is hard and change in the public sector the more so.  The public sector mission is a powerful tool and reflects the best of what it means to be in public service.  Use the mission as a leadership tool, because it’s never been more important than right now.

Is this just wishful thinking? 

How are you using the mission of your agency?