How to Run a Government

1. Set clear priorities and ambitious targets to drive delivery

"RULE 2: DECIDE ON YOUR PRIORITIES (really decide)"

Prioritization is essential. Governments must establish a small number of clear priorities and set ambitious targets to drive progress. This provides focus and motivation. Targets should be SMART - specific, measurable, ambitious, realistic and timebound. Benchmarking against historical performance, other systems, and within the system can inform target-setting.

Data is critical. Governments need good data systems to track progress toward targets. This allows for evidence-based decision making and course correction. Lead indicators that predict future performance on target metrics are especially valuable. Transparency in publishing data and targets increases accountability.

Avoid initiative overload. Having too many priorities or constantly launching new initiatives creates confusion and undermines focus. Stick to a small number of key priorities and see them through to completion before taking on new ones.

2. Build a dedicated delivery unit to ensure implementation

"RULE 10: SET UP A DELIVERY UNIT (call it what you like, but separate it from strategy and policy)"

A delivery unit drives implementation. Creating a small, dedicated team focused solely on delivery of key priorities helps overcome the tendency of governments to focus on policy and strategy at the expense of implementation. The delivery unit should be separate from strategy and policy functions.

Key characteristics of an effective delivery unit:

• Small team (30-40 people) with the right mix of skills
• Led by someone with the full trust of the head of government
• Staffed by a combination of civil servants and external hires
• Focused only on the top priorities, not everything
• Builds strong relationships across government
• Provides challenge and support to departments

The unit drives progress through regular data monitoring, problem-solving, and routines like stocktakes with the leader. It becomes a center of delivery expertise in government.

3. Develop a coherent strategy and avoid initiative overload

"RULE 14: WORK FROM PRINCIPLES TO STRATEGY TO POLICY (and put a stake through the heart of initiatives)"

Start with principles. Develop a clear set of principles to guide your overall reform approach before diving into specific policies. This provides coherence and helps navigate tradeoffs. For example, Tony Blair's principles for public service reform included setting standards, devolving power, and offering choice.

Five paradigms of system reform:

1. Trust and altruism
2. Hierarchy and targets
3. Choice and competition
4. Devolution and transparency
5. Privatization

Most effective strategies combine elements of multiple paradigms based on context. For example, using targets and transparency to drive initial improvement, then increasing autonomy and choice over time.

Avoid initiative-itis. Constantly launching new initiatives creates confusion and undermines existing efforts. Focus on seeing through a coherent strategy rather than chasing headlines with new announcements.

4. Create detailed implementation plans with clear accountability

"RULE 23: UNDERSTAND IN YOUR HEAD (and feel in your heart) THE GAP BETWEEN YOUR ASPIRATION AND THE UNVARNISHED REALITY"

Confront brutal facts. Start by honestly assessing the current state and the gap to your aspirations. This creates urgency and informs planning. Powerful visuals like photos can affect emotions as well as intellect.

Key elements of good implementation plans:

• Clear actions with deadlines and owners
• Trajectory showing expected progress over time
• Analysis of delivery chain and planned improvements
• Consideration of stakeholder management
• Identification and mitigation of key risks
• Resources required to deliver

Avoid emasculation. Resist pressure to water down plans to get buy-in. This often leads to incoherent compromises. Stand firm on core principles while showing flexibility on implementation details.

5. Establish routines to drive progress and solve problems

"RULE 33: GOVERNMENT BY ROUTINE BEATS GOVERNMENT BY SPASM (it's not even close)"

Create a rhythm. Regular routines like monthly notes to the leader, quarterly stocktakes, and annual reviews create deadlines and maintain focus. This drives steady progress and prevents drift.

Key routines to establish:

• Monthly data updates and notes to leader
• Quarterly stocktakes on each priority
• Problem-solving sessions as issues arise
• Annual reviews of overall progress
• Regular field visits to see frontline reality

Solve problems systematically. Categorize issues by intensity (from nudges to crises) and nature (e.g. capacity, implementation, stakeholder). Apply appropriate problem-solving approaches based on diagnosis.

6. Rigorously track data and trajectories to measure success

"RULE 27: NEVER GO ANYWHERE WITHOUT A TRAJECTORY (you'll learn better, faster and deeper)"

Data drives delivery. Establishing clear metrics and rigorously tracking data is essential to drive progress. This allows you to see what's working, identify problems early, and make course corrections.

Key elements of effective data systems:

• Focus on outcomes not just inputs or outputs
• Mix of lag and lead indicators
• Regular, timely data collection (ideally monthly)
• Clear targets and expected trajectories
• Ability to drill down (e.g. by region, demographic)
• Independent verification to ensure integrity

Learn from trajectories. Mapping out expected progress over time forces you to think through how your actions will drive change. Comparing actual to expected progress provides powerful insights to refine your approach.

7. Persist through challenges to make reforms irreversible

"RULE 45: PERSIST (but don't expect the credit)"

Anticipate the implementation dip. Initial excitement gives way to challenges as reality sets in. Prepare for this and maintain resolve to push through. Build coalitions of support to sustain momentum.

Keys to irreversibility:

• Embed reforms in legislation and structures
• Build broad coalitions of support
• Change cultures and expectations, not just rules
• Demonstrate tangible benefits to citizens
• Make status quo ante unthinkable

Focus on legacy, not credit. Persist even when it's difficult and boring. The goal is lasting change, not short-term praise. Be willing to share credit to build support.

8. Focus on improving public sector productivity and value

"RULE 50: 'MORE FOR LESS' TRUMPS 'INVESTMENT FOR REFORM' (and may deliver more)"

Productivity is key. In an era of fiscal constraints, improving public sector productivity - getting more and better outcomes for the same or less money - is crucial. This requires rigorously tracking both outcomes and costs.

Framework for assessing public value:

• Outcomes delivered
• Institution/service well-managed for long-term
• Perceived as effective by citizens/beneficiaries
• Resources used efficiently for authorized goals

Conduct productivity reviews. Regularly assess productivity across services using a consistent framework. This allows comparison and identification of improvement opportunities. Link budgets to productivity to create the right incentives.

Last updated: May 27, 2025