Excuses kill solutions and dilute passion. Kill excuses before it kills you. Focus is key! Obstacles will always exist on your path, but it's important to remember that it is not these challenges that stop us from becoming the amazing people we can be, it is often our own excuses that stop us. - Vijay Eswaran
Jim McGregor, chairman of APCO Worldwide's greater China region, offers his perspective on how to build a successful government relations practice in China.
Michael Taft, SIPTU, A new enterprise model: The long march through the market economy presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Jim McGregor, chairman of APCO Worldwide's greater China region, offers his perspective on how to build a successful government relations practice in China.
Michael Taft, SIPTU, A new enterprise model: The long march through the market economy presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Sparking the debate: The new role of PR pros in government relationsMike Kennerknecht
Presentation at the Public Relations Society of America (PRSA) Northeast District Conference on Sept. 19, 2014. Trends, best practices and examples of working with elected officials to achieve PR and public affairs objectives for your organization or clients.
IN THIS SUMMARY
In At the Crossroads, Philip Coltoff examines how not-for-profit organizations can address today’s critical issues in ways that will help redefine their missions and expand their visions. Not-for-profits, because of their size, budgets, and number of employees, are considered the third sector in American life, joined by the for-profit free enterprise system and government. Due to recent social and economical crises, the not-for-profit industry is struggling to provide for its growing number of clients. Coltoff examines the full scope of issues that must be addressed for the not-for-profit industry to grow, meet its obligations, and secure its place in the American social system.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/crossroads
The Global Social Impact Investment Steering Group (GSG) was established in August 2015 as the successor to the Social Impact Investment Taskforce, established by G8. The GSG is continuing the work of the Taskforce in catalysing a global social impact investment market across a wider membership. Its members include 13 countries plus the EU, as well as active observers from government and from leading network organisations supportive of impact investment.
Across the world, attitudes are changing. Old certainties about tightly defined roles for government, civil society and business are dissolving. Social sector organisations are becoming more business-like, and business is looking ever more to delivering sustainable value.
The concept of social responsibility among businessmen, particularly in India, is not new and can be easily seen in the form of magnificent temples, high mosques, large dharmshalas and great educational institutions. Indian literature is full of incidents when business- men have gone out of the way to help extract kings and societies out of crises. Many Indian businesses are known for staying one step ahead of the government, as far as the welfare of employees and societies is concerned.
The Role of Governments as Relationship Mediation Between Social Capital and ...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Creative Brief Dutch Entrepreneur One Source SolutionLauren Valbert
Based on research conducted with 26 entrepreneurs and 19 stakeholders in the Netherlands, I wrote this Creative Brief, designed to brief an agency on creating a "one source solution" to support Dutch startups.
Social enterprise is a powerful tool for generating and sustaining social value
Social innovation can be accelerated when social enterprises come together to increase the impact and effectiveness of the field
A robust social enterprise field helps high-performing social enterprises to be developed and resourced for growth and longevity
It is incumbent upon funders, investors, government and the public to encourage robust social enterprise through policies and practices that provide a supportive environment
No organizations are self-reliant, nor does any organization have unlimited resources. With
the limited resources the organizations are not able to meet their unlimited wants. These wants
compete for the scarce resources of the organization. This further aggravates the need for
organizations to outsource work that can be conducted by others at lower cost and with greater
efficacy and effectiveness if not it will be a of waste valuable resources in the pursuit of
capabilities that can be readily purchased from others. Moreover, engaging in outsourcing allows
an organization access to skill, knowledge and competence found outside its boundaries. Through
outsourcing, a business can seem bigger than it actually is and provide its clients with total event
solutions. Knowing how to outsource, when to outsource, and whom to outsource to are crucial
skills for any business
Sparking the debate: The new role of PR pros in government relationsMike Kennerknecht
Presentation at the Public Relations Society of America (PRSA) Northeast District Conference on Sept. 19, 2014. Trends, best practices and examples of working with elected officials to achieve PR and public affairs objectives for your organization or clients.
IN THIS SUMMARY
In At the Crossroads, Philip Coltoff examines how not-for-profit organizations can address today’s critical issues in ways that will help redefine their missions and expand their visions. Not-for-profits, because of their size, budgets, and number of employees, are considered the third sector in American life, joined by the for-profit free enterprise system and government. Due to recent social and economical crises, the not-for-profit industry is struggling to provide for its growing number of clients. Coltoff examines the full scope of issues that must be addressed for the not-for-profit industry to grow, meet its obligations, and secure its place in the American social system.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/crossroads
The Global Social Impact Investment Steering Group (GSG) was established in August 2015 as the successor to the Social Impact Investment Taskforce, established by G8. The GSG is continuing the work of the Taskforce in catalysing a global social impact investment market across a wider membership. Its members include 13 countries plus the EU, as well as active observers from government and from leading network organisations supportive of impact investment.
Across the world, attitudes are changing. Old certainties about tightly defined roles for government, civil society and business are dissolving. Social sector organisations are becoming more business-like, and business is looking ever more to delivering sustainable value.
The concept of social responsibility among businessmen, particularly in India, is not new and can be easily seen in the form of magnificent temples, high mosques, large dharmshalas and great educational institutions. Indian literature is full of incidents when business- men have gone out of the way to help extract kings and societies out of crises. Many Indian businesses are known for staying one step ahead of the government, as far as the welfare of employees and societies is concerned.
The Role of Governments as Relationship Mediation Between Social Capital and ...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Creative Brief Dutch Entrepreneur One Source SolutionLauren Valbert
Based on research conducted with 26 entrepreneurs and 19 stakeholders in the Netherlands, I wrote this Creative Brief, designed to brief an agency on creating a "one source solution" to support Dutch startups.
Social enterprise is a powerful tool for generating and sustaining social value
Social innovation can be accelerated when social enterprises come together to increase the impact and effectiveness of the field
A robust social enterprise field helps high-performing social enterprises to be developed and resourced for growth and longevity
It is incumbent upon funders, investors, government and the public to encourage robust social enterprise through policies and practices that provide a supportive environment
No organizations are self-reliant, nor does any organization have unlimited resources. With
the limited resources the organizations are not able to meet their unlimited wants. These wants
compete for the scarce resources of the organization. This further aggravates the need for
organizations to outsource work that can be conducted by others at lower cost and with greater
efficacy and effectiveness if not it will be a of waste valuable resources in the pursuit of
capabilities that can be readily purchased from others. Moreover, engaging in outsourcing allows
an organization access to skill, knowledge and competence found outside its boundaries. Through
outsourcing, a business can seem bigger than it actually is and provide its clients with total event
solutions. Knowing how to outsource, when to outsource, and whom to outsource to are crucial
skills for any business
This paper which I presented at a training program provides invaluable input into the concept, principles, features of Public Sector Reforms. It also explores the role of international organisations in PSR.
There is a widespread view that entrepreneurship is limited only to the private sector. It is a great mistake to disregard the possibility of entrepreneurship also happen in the public sector. In Brazil and in the world, there are several examples of entrepreneurship in the public sector, such as the construction of Brasilia by President Juscelino Kubitschek in the 1950s, the construction of St. Petersburg in Russia by Tsar Peter I, the Great, in 1703 and urban reform of Paris by Baron Haussmann between 1852 and 1870.
The US National Advisory Board (NAB) on Impact Investing released its report of policy recommendations to mainstream impact investing within the United States at a White House event this morning. The initiative, focused on promoting public and private innovation and entrepreneurship in solving the United States’ greatest social challenges, addresses the most catalytic changes needed from a policy standpoint. The report, Private Capital, Public Good: How Smart Federal Policy Can Galvanize Impact Investing — and Why It’s Urgent, has been made public online at www.NABimpactinvesting.org.
About the NAB
The US National Advisory Board (NAB) to the Global Social Impact Investment Taskforce aims to catalyze the development of the global social impact investment market. It was established following the June 2013 G8 Social Impact Investment Forum in London. The NAB was formed to focus on the US domestic policy agenda. The NAB is comprised of 27 thought leaders, including private investors, entrepreneurs, foundations, academics, impact-oriented organizations, nonprofits, and intermediaries.
Bachelor Degree Program (Bachelor in Commerce) Solved Question papers (sharing my solved question papers for easy learning experience, simple, easy, shortened and straight forward answers) If any error or mistake found please correct
2018 human trends rise of the social enterpriseVALUES & SENSE
The 2018 Deloitte Global Human Capital Trends report showcases a profound shift facing business leaders worldwide: The rapid rise of what we call the social enterprise. This shift reflects the growing importance of social capital in shaping an organization’s purpose, guiding its relationships with stakeholders, and influencing its ultimate success or failure.
Learning Activity #1Organizations must clearly articulate a Mi.docxsmile790243
Learning Activity #1
Organizations must clearly articulate a Mission Statement and Vision Statement in order to strategically plan. Failing to understand that initial step of the Strategic Planning process often leads an organization away from, instead of towards, effective strategic planning.
Below are four (4) Mission Statements and four (4)Vision Statements; select ONE Mission Statement and ONE Vision Statement. Clearly explain why the select Mission Statement and Vision Statement is effective or ineffective; offer supporting rationale for your explanation and be sure to reference your statements using proper APA formatting.
Mission Statements
McDonald's vision is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile.
The American Cancer Society is the nationwide community-based voluntary health organization dedicated to eliminating cancer as a major health problem by preventing cancer, saving lives, and diminishing suffering from cancer, through research, education, advocacy, and service.
To enhance quality of life for all as we age. We lead positive social change and deliver value to members through information, advocacy and service.
To create a shopping experience that pleases our customers; a workplace that creates opportunities and a great working environment for our associates; and a business that achieves financial success.
Vision Statements
GM’s vision is to be the world leader in transportation products and related services. We will earn our customers’ enthusiasm through continuous improvement driven by the integrity, teamwork, and innovation of GM people.
Develop, deploy, and manage a diverse set of scalable and strategic knowledge management tools to serve our customers, improving the possibility of overall satisfaction among our diverse customer profiles
To build the largest and most complete Amateur Radio community site on the Internet.
We intend to provide our customers with the best online shopping experience from beginning to end, with a smart, searchable website, easy-to-follow instructions, clear and secure payment methods, and fast, quality delivery.
Learning Activity #2
The “5 P’s of Strategy” capture the complexity of defining Strategic Management. Select ONE of the “5 P’s” – (1) explain why you selected that particular concept, i.e., why do you believe it is important to the overall strategic management process and (2) explain whether that particular concept requires more of a perspective of art or science from the strategic leaders point of view.
Clearly explain your position; offer supporting rationale for your explanation and be sure to reference your statements using proper APA formatting.
2/20/2017 The Social Responsibility of Business is to Increase its Profits, by Milton Friedman
http://www.colorado.edu/studentgroups/libertarians/issues/friedman-s ...
Similar to Hawaii Agricultural Development Agency (ADC) - Raising the Phoenix - Reconstructing-Repurposing Government - Making the Impossible Possible (20)
Audit success comes from service, not from status. The true standards of audit practice are found within the auditor's character: honesty, integrity, self control and high ethical values. The printed standards are merely guidelines for trying to make the art of auditing into a profession. - Michael L. Piazza
Auditors must develop a reputation that proclaims that they know what they are doing... that their reviews are factual and unbiased... that they deserve to be respected... that they are professionals with professional qualifications. A fundamental key to audit success is the reputation for objectivity. That implies independence from activities reviewed. Complete independence is an unattainable goal while practical independence is not only possible but absolutely essential. - Larry Sawyer
The bull rider in the chute apparently couldn't get his grip and kept resetting. - Sara M. Anderson
The rodeo ain't over till the bull riders ride. - Ralph Carpenter
The quality of a person's life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. Individual commitment to a group effort—that is what makes a team work, a company work, a society work, a civilization work. - Vince Lombardi
Two roads diverged in a wood and I - I took the one less traveled by, and that has made all the difference.
- Robert Frost
Sometimes the right path is not the easiest.
- Grandmother Willow
LEADership is the ability to translate vision into reality.
- Warren Bennis
Realize that if a door closed, it's because what was behind it wasn't meant for you.
- Mandy Hale
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There are three kinds of people: Those who make things happen, those who watch things happen, and those who ask, 'What happened?'
- Casey Stengel
Success seems to be connected with action. Successful people keep moving. They make mistakes, but they don't quit.
- Conrad Hilton
The Law is a mighty machine. Woe to the unfortunate man who, wholly or in part innocent, becomes entangled in its mighty wheels, unless his innocence is patent or his rescue planned and executed by able counsel. The machine will grind on relentlessly and ruthlessly, and blindfolded justice does not see that the grist is sometimes stained with blood.
- Edward Johnes, Esq.
Inner harmony means knowing yourself, accepting yourself and delighting yourself. Make your body and mind the best friends to give your best, effortlessly, in any area of your life.
- Savitha Hosamane
Michael Jordan:
Some people want it to happen, some wish it would happen, others make it happen.
I've always believed that if you put in the work, the results will come. I don't do things half-heartedly. Because I know if I do, then I can expect half-hearted results.
Talent wins games, but teamwork and intelligence wins championships.
Write your own book instead of reading someone else's book about success. Great moments are born from great opportunities. This is your time. Their time is done. It's over. This is your time. Now go out there and take it!
- Herb Brooks
No work is insignificant. All labor that uplifts humanity has dignity and importance and should be undertaken with painstaking excellence. - Martin Luther King, Jr.
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- Rawsi Williams
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It's no secret that the healthcare system needs some work. In fact, it's not really a system at all. It's confusing, it's difficult to navigate, and it's too expensive. When you combine that with some of the demographic trends that you see in our country — the population is getting older, we're experiencing more chronic disease — it gets even more complicated and more expensive. And consumer expectations are changing dramatically as well. So, this creates an opportunity for an organization like ours to lead this digital transformation.
Steve Nelson, CEO
UnitedHealthcare
When a man becomes a fireman his greatest act of bravery has been accomplished. What he does after that is all in the line of work.
I have no ambition in this world but one, and that is to be a fireman. The position may, in the eyes of some, appear to be a lowly one; but we who know the work which the fireman has to do believe that his is a noble calling. Our proudest moment is to save lives. Under the impulse of such thoughts, the nobility of the occupation thrills us and stimulates us to deeds of daring, even of supreme sacrifice.
- Edward F. Croker, Chief, New York City Fire Department
(FDNY) (1899-1911)
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https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
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All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Hawaii Agricultural Development Agency (ADC) - Raising the Phoenix - Reconstructing-Repurposing Government - Making the Impossible Possible
1. Phoenix Rising – The Golden Compass
Phoenix Rising – The Golden Compass
RESTRUCTURING & REPURPOSING THE
HAWAII AGRICULTURAL DEVELOPMENT AGENCY (ADC)
Achieving Excellence – Leading by Example
Changing the Governmental Purpose
Nothing is Impossible
Can Government Be Run Like a Busin
THE CYNICS & NAYSAYERS
Five Reasons Government Should NOT Be Run Like a Business?
By Seth Harris
Deputy Assistant to the President, Labor & the Economy; Deputy Director, National Economic Council,The White House
April 15, 2019
<https://www.linkedin.com/pulse/fve-reasons-government-should-run-like-business-seth-harris>
Government should not be run like a business. Public organizations are qualitatively diferent from
private for-proft businesses. As a result, their leaders may need diferent traits, skills, and behaviors
to succeed.
How are public organizations and private for-proft organizations diferent?
First, public organizations are owned collectively by the people of a political jurisdiction through their
government. Private for-proft organizations are usually owned by individuals, families, or groups of
individuals directly or through, for example, partnerships, public companies, or employee-owned
enterprises. So, leaders in public and private organizations must be accountable to, and communicate
efectively with, diferent kinds and numbers of owners.
Second, their missions are diferent. Private for-proft enterprises maximize their profts. They may
have secondary missions, but they won’t last long if they don't make money for their owners. Public
organizations, on the other hand, have no interest in profts. They generally provide “public goods and
services,” in many forms, and usually for free. Diferent kinds of leaders may be needed to accomplish
these diferent missions.
2. Third, public and private for-proft organizations operate in diferent environments. All organizations
pursue their goals by drawing resources from their environments. Private for-proft enterprises draw
resources from markets : capital from capital markets; workers from labor markets; raw materials from
commodities or product markets. They sell their products or services in a market in competition with
other providers. Money from sales is reinvested, or taken as proft. Public organizations draw their
resources from politics . Government collects taxes, and tax revenue is allocated through a political
process to public organizations. These organizations spend the money to deliver public goods and
services demanded through a political process. Elected or appointed government ofcials make these
decisions, not markets. As a result, public organizations are sufused by politics and surrounded by
infuencers: stakeholder groups, other public organizations, the press, political parties,
customers/voters/owners, and others. Politics does not play a similar role in the private sector, so
public leadership is necessarily diferent.
Fourth, structures and processes are diferent in public and private for-proft organizations. With
limited exceptions, private-sector entities have great fexibility to improve their performance by
adjusting how they conduct business or changing the structure of their organizations. Generally
speaking, a private-sector CEO can sell, modify, or abolish a division of his or her company, as long as
the board of directors goes along. If the manager of a corporate division declares all meetings will be
15-minutes long, and everyone who is able must stand up (a great idea, by the way), there is nothing
to stop her. For public organizations, many structures and processes cannot be changed. They are
dictated by law, regulation, or someone else’s political power.
Fifth and fnally, the people who populate public organizations are diferent in important ways from
those who work for private for-proft organizations. Good evidence suggests public organizations
attract employees motivated by public service or the content of their public jobs. Money may not be
their principal motivation, although economic security and work-life balance are relevant to some,
perhaps many. Thus, motivating and leading public employees requires diferent strategies, and
perhaps diferent kinds of leaders.
____________________________________________________________________________
THE MOVERS & SHAKERS
Can Government Be Run Like a Business?
Management In Practice
By Jesse Samberg
Shared Services Fellow, IBM Center for the Business of Government
Yale School of Management, April 27, 2018
<https://insights.som.yale.edu/insights/can-government-be-run-like-business>
In the private sector, the proft motive drives change, efciency, and innovation. The government is a
very diferent animal. It has to respond to all kinds of diferent, competing interests, including political
considerations. But my career has been spent applying business ideas to the government, in the
context of these competing interests.
We decided to look at increasing the overall efciency of the organization. We did that by fguring out
which parts of each agency was unique and which functions were shared. For the shared functions, we
created a Business Service Center. That is a typical organization for shared services. It streamlines the
transactional pieces without taking away decision-making power from the people who should have it.
The Business Service Center in New York City was roughly a decade ahead of the rest of government
in the United States and stood up what is now known as the most comprehensive public-sector
example of shared services in the country.
3. We did the work better and faster; we also did it cheaper. The efciencies saved money that could be
shifted from supporting mission to doing mission.
Q: Is it possible to make government more efective even as there is a question about what its mission
is?
It's getting very complicated, right? One unfortunate factor is that government does a really bad job of
letting the public know when it actually can be useful or helpful. It is reactive, instead of being
proactive. Personally, I’d argue, let’s give the government a chance to deliver the service better. That
said, I understand government is resistant to change, so making it more efcient and efective is
challenging.
Why don't shared services happen? For the public sector, the downside of failure is bigger than the
upside of success. Agencies are reluctant to cede control even of non-core functions for fear that it
would somehow hurt its core functions.
Government is hugely hierarchical. There's a culture that doesn't ask people to perform in an
entrepreneurial way. If I, as a government bureaucrat, try something really hard, and I'm wildly
successful, somebody shakes my hand and says, “You did a good job.” But if I try something really
hard, and I screw it up, my career is derailed. It's disproportional. It's a disincentive for taking chances.
Even though I push people to change, I also appreciate why they might not want to.
Q: Where do you think we should focus to make progress?
Ideology gets in the way of thinking about better government. It's ironic, in a way: there is an
ideological divide over what the mission of government is—over what services and functions
government should actually deliver. Yet don't we all think that whatever government does, it should be
efcient, efective, and deliver on its mission in the least costly way possible?
___________________________
IMPROVING PERFORMANCE AT STATE-OWNED ENTERPRISES
By Arief Budiman, Diaan-Yi Lin And Seelan Singham, McKinsey & Company
May 1, 2019
<https://www.mckinsey.com/industries/public-and-social-sector/our-insights/improving-performance-at-state-owned-enterprises >
[O]ur research and experience show that notwithstanding the constraints of the public-sector model
and the tough economic times, these enterprises can signifcantly improve their performance.
Too often, state-owned enterprises operate behind a curtain, revealing little information beyond their
general mandate. One reason may be that their objectives are unclear or conficting, but the lack of
transparency can also be traced to political expediency, a desire to avoid comparisons with the private
sector, or inexperience with clear, concise corporate communications. Leading state-owned
enterprises can openly proclaim their objectives and clarify the trade-ofs between their fnancial and
social goals when they negotiate a transparent mandate with the government and other stakeholders.
In practice, that kind of transparency involves explicitly establishing fnancial objectives as the primary
goal and setting both aspirational targets and minimum expectations, such as covering the cost of
capital.
The leaders of state enterprises must not only have the freedom to pursue these explicit objectives
but also receive support publicly. Once everything is in place, communicating the new fnancial targets
and the moves that will be used to achieve them ofers three signifcant benefts.
4. First, transparency helps to create accountability, which can force government ofcials to keep their
commitments, particularly if problems arise. Second, it can boost public support for the changes,
which is especially important if political support is tenuous. Finally, it puts pressure on the internal
organization to deliver.
In addition, state enterprises must not only focus their portfolios of social, nonfnancial initiatives in
order to deliver meaningful results to key stakeholders but also communicate those results.
Public scrutiny—and therefore the pressure to deliver quick results and avoid missteps—is intense.
Executives must choose their targets carefully. To emphasize urgency and plow through the
bureaucratic inertia that's common in state enterprises, it will often be necessary to establish special,
CEO-sponsored teams that can bypass unnecessary management layers.
To help focus on high-priority areas, leaders at state companies must also examine noncore activities
and assets and, wherever possible, terminate, franchise, outsource, or shed them. Divestment of
public assets is politically sensitive and usually requires approval on many levels, but executives have
found creative ways to expedite the efort.
State companies fnd it difcult to attract talented people and to motivate the high performers they
already have because the environment is perceived as staid, hierarchical, and bureaucratic. Since
career progression is often based on tenure rather than performance, employees with leadership skills
may see little reason to shine.
Another critical element for developing and retaining talented leaders is to intensify performance
management. Meaningful rewards and consequences must be based on merit, not tenure.
For many state companies, removing underperformers is challenging, but these employees must face
consequences if organizations are to build cultures based on superior work. State-owned companies
that redefne the talent proposition can't forget the current staf. Tenured employees with substantial
job security often become less motivated, especially if a company has lost some of its public standing
and proftability to more dynamic private-sector competitors.
Despite the obstacles, state-owned enterprises can match the private sector's performance standards
and even become world-class players. A clear mandate, an intense focus, and a workable talent
strategy can bring quick results. Chief executives at these companies don't have to wait for
governments to take the lead. They already have the tools at their fngertips.