Professor Moore`s slides - Queensland Performing Arts Centre
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Mark H. Moore October, 2012
Concepts Developed for Government Managers
Controlled and Deployed Collectively Owned Assets of State: ◦ Tax Dollars ◦ State Authority ◦ “Public Spirt”
Accountable to “Public” For Effective, Value Creating Use ◦ ◦ ◦ ◦
Elected Representatives Courts Court of Public Opinion (Interest Groups, Media) Citizens, Taxpayers, Customers/Clients
Created at Time When Private Management Concepts Were Migrating to Public Sector ◦ Customer Oriented Government ◦ Performance Metrics ◦ Pay for Performance
Big Concept from Private Sector Did Not Move: The Idea of Corporate Strategy ◦ Managers Responsible for Positioning Organizations in Complex, Dynamic Environments ◦ Discretion Over Ends as Well as Means ◦ Innovativeness and Learning Key to Success
Conventional Meanings of “Strategic” ◦ Long Run Rather than Short Run ◦ Ends Rather than Means ◦ Big Rather than Small
Meaning of Strategic at HBS: ◦ Fitted to Environment ◦ Path From Present to Future
Environment of Private Manager: ◦ Customers (Individuals with Desires, Money) ◦ Competitors ◦ Shareholders and Other Investors
Environment of Government Manager ◦ ◦ ◦ ◦ ◦
Elected Representatives of People Citizens and Their Aspirations Clients of Government Organizations Social Conditions to be Ameliorated Partners and Collaborators in Producing Social Results
The Market: Private
Desires and Individual Consumption
The Polity: Public
Aspirations and Social Conditions
◦ Customers with Desires and Money
◦ Clients with Needs and Rights
◦ Investors
◦ Citizens/Taxpayers
◦ Competitors
◦ Partners
Private Environment
Public Environment
The Authorizing Environment ◦ Simple v. Complex ◦ Stable v. Dynamic
The Task Environment ◦ Simple v. Complex ◦ Stable v. Dynamic
How Cope?
The Strategic Triangle : A Framework for
The Authorizing Environment:Sources of
The Task Environment: Social Conditions to Be
The Public Value Chain: Building Operational
Positioning Public Enterprises in Complex Environments Legitimacy and Support for a Public Enterprise Ameliorated by Public Action
Capacity to Deliver Desired Results
Legitimacy & Support Public Value Operational Capabilities
Analytic Concept Serving a Function Similar to that Served by Porter’s “Five Forces,” or McKinsey’s “Six Circles” in the Private Sector Namely, to Help Managers Find a “Fit” Between the Environment they Face, and the Enterprise they Lead. Need to Simplify for the Public Sector, so Got it Down to Three Circles!
To help public managers position their enterprises in complex, dynamic environments To focus and distribute managerial attention across their “Task Environment” and their “Authorizing Environment” To help them envision a sustainable Public Value proposition to be pursued
Social Conditions to be Ameliorated Substantive Problems to Be Solved Wants to Be Satisfied Needs to be Met Rights to Be Vindicated Opportunities to be Exploited
Legitimacy & Support Task Environment
Public (Social Value conditions
Operational Capabilities
to be Ameliorated)
To Create Public Value is the point of all managerial activity
Public Value is created when managers transform social conditions in collectively desired directions
The “Task Environment” consists of the particular social conditions public managers seek to change
Demonstrations of Public Value creation lie in evidence showing changes in social conditions
Problem: Not everyone sees Public Value in the same way
Definition: Actors from whom manager formally needs authorization and resources to survive and be effective Or, those other actors who can influence the formal actors
Central Agencies
Prime Minister/Premier
Courts
Minister
Elected Legislature
Dept Head Interest Groups Public Manager
Media Citizens
Staff Taxpayers
Clients
Legitimacy & Support Authorizing Environment
Operational Capabilities
Public Value
Assets and Capabilities Entrusted to Manager
(Plus Those Required to Achieve the Desired Results That Manager Can Influence)
Process by Which Fungible Assets Like Money, Labor, Ideas, etc. Are Deployed to Produce Particular Results
Organization
Inputs
Activities Processes Procedures Programs
Outputs
Partners and Co-Producers
C L I E N T S A T I S F A C T I O N
O U T C O M E S
Legitimacy & Support Public Value Operational Capabilities
Legitimacy & Support Public Value Operational Capabilities
Touch all three bases!
Applying to Our Situation
Useful to Start with Operational Capacity Sitting in the Room Representatives of Many Different Arts Organizations, Their Sponsors and Authorizers, Their Suppliers Each Organization has its Own Strategic Triangle But Together You are an “Organizational Field,” or an “Industry,” or a “Community,” or an “Association,” or Perhaps a “Movement”
To Some Degree, You Compete with One Another Just as Firms in the Same Industry Do But You Also Collaborate with Respect to Creating Space in Society for Industry as a Whole Mix of Competition/Collaboration May Depend on State of Industry Development
As Formal Organizations, You Represent the Tip of the Iceberg of Artistic Engagement and Activity
Natural to Think That Path of Development of Industry as a Whole is to Build Audience
But Individuals Participate in Art in Three Different Capacities ◦ Audience for Arts ◦ Producers of Art ◦ Sponsors of Art
Likely That These are Related to One Another Likely That There are Tiers of These Relationships
Perhaps Public Value is Being Created Not Just at the End of the Value Chain, but all Along it as Individuals Support, Produce, and View Art
Sponsors
Artists
Audience
And Not Only at Peak, But In Depths
Mainstream/NonChallenging
Challenging
High Art
Symphonies Musical Theater
Performance Art
Low Art
Karaoke School Plays
Rap Music
Build the Industry as a Self-Conscious Community or as a Movement Target: Maximize Number of Queenslanders Engaged in Arts Activity as Sponsors, Producers or Audiences at All Levels, Across All Sectors
Special Target for Expansion (I): Children
Special Target for Expansion (II): Aging Boomers
Audience: Enjoyment, Enrichment, Engagement Artists: Enjoyment, Enrichment, Engagement
Sponsors: Enjoyment, Enrichment, Engagement
Employment Within Industry
Multiplier Effects on Supporting Services
Indirect Effects on Local Economy ◦ Community Attractiveness/Quality of Life ◦ Creative Class ◦ Tax Base
Individual Voice/Agency
The Search for Authenticity/Truthfulness
Empathy/Curiosity/Tolerane
Pleasurable/Meaningful Communal Events
Social Capital ◦ Bonding ◦ Bridging
Individuals Who Want to Be Members of the Arts Community: Sponsors, Artists, Audience Organizations Who Help Organize Participation and Activities of Arts Community Elected Officials Who See the Public Value of an Expanded, Enriched Arts Community That Has Deeply Engaged the Community
The Most Important Reason to Want a Strong Arts Community is that it Creates Citizens Who Participate in a Strong Civic Culture The Most Important Source of Legitimacy and Support for the Arts Community is the Citizens Who Create and Are Created by It The Most Important Operational Capacity of the Arts Community is the Desire and Capacity of Human Beings to Create Art
How To Take an “Organizational Field”
And Turn it Into a “Community” or a “Movement” to Create Citizens Sustained by the Common Desire to Be Human
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