World Bank seminars this past Spring surprised me when I learned that several developing countries seem to be on the cutting edge of the global performance movement. But the series offered some occasionally cautionary insights, as well, as to what may be next for the movement.
How can leaders of Federal programs improve outcomes by capitalizing on approaches and tools developed in the “chiefs” communities (Chief Financial, Information, Acquisition, and Human Capital Officers)?
How do leaders of very diverse agencies direct ambitious change? How do they achieve significant
goals? What strategies do they use to overcome opposition and win allies? How do specific
organizational and political contexts affect strategies and outcomes?
Several developing countries are making seemingly breathtaking progress in developing performance management frameworks from scratch. What can we learn from them? Today’s focus is on the commonalities in the performance management approaches used across four developing countries.