The National Archives is more than just the nation's record keeper and protector of records. It is the steward of the American story that preserves the past to protect the future. The records it holds are the original sources of that story, documenting the collective history of our nation through the actions of individuals and institutions.

MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES SUBJECT: Leadership

This report comes at an opportune time as the law enforcement community is undergoing a major transformation. Traditionally, communication within law enforcement was often linear and hierarchical. Today, communication happens in real time across jurisdictional boundaries. Because of improved communication and real-time information, the law enforcement community can plan where to place resources ahead of time, instead of only reacting to events after they have occurred.

These are important and age-old questions.

In the case of Robert Gates, the report focuses on his efforts to transform weapons procurement at DOD. Upon returning to government in 2006 as secretary of defense, Gates concluded that he had an opportunity to rein in the cost of defense weapons procurements and halt the production of unneeded weapons.

Business writers Jon Katzenbach, Ilona Steffen, and Caroline Kronley wrote an insightful article in the July-August issue of Harvard Business Review summing up their observations of how leaders of large companies, such as 150-year-old Aetna Insurance, turned around a failing organization by reshaping the culture.  They say that too often leaders see culture initiatives as icing on the cake.  But it should be seen as “an accelerator and an energizer,” not a distraction.

Transformation continues to be seen by noted practitioners and 21st century federal leaders as a compelling description of the essential change that is needed throughout the federal government. In the future, transformation will be a joint-ownership enterprise that spans boundaries and involves constituencies in unprecedented ways. This emerging characteristic alone will require the successful leaders of future transformations to adopt a more democratic management style and build on the work of pioneers who have gone before.

The publication of this report is particularly timely. The summer of 2011 was dominated by negotiations between Congress and the president concerning the deficit of the United States and the need to dramatically reduce federal spending in the decade ahead. There is little doubt that agencies across government will need to cut costs while maintaining, if not improving, the performance of their operations.

It is within this context that we’ve assembled a varied group of government executives and thought leaders who are focusing on these problems and working to mitigate their effects. They offer their insights, lessons learned, and recommendations on these topics. It’s about connecting research to practice--crafting smart approaches that tame immediate demands without losing sight of the iterative nature of problem solving. This goes to the core of the Center’s mission: linking theory to practice as a way of shaping the business of government.

The summer of 2011 was dominated by negotiations between Congress and the president concerning the federal deficit and the need to dramatically reduce spending in the decade ahead. There is little doubt that agencies across government will need to cut costs while maintaining, if not improving, the performance of their operations. The challenge thus facing government executives will be whether to use this unprecedented opportunity to transform their organizations while also making necessary spending reductions.