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Encouraging And Supporting Enterprising Individuals In The Public Sector Lessons From The Private Sector

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Frank Pignatelli CBE
Frank Pignatelli CBE

The document discusses encouraging and supporting enterprising individuals in the public sector by learning lessons from the private sector. It outlines traits of enterprising people such as being positive, persistent, and passionate. It also discusses challenges like organizational structures, processes, and mindsets. The document advocates creating systemic change to have new perspectives, and learning from exceptional private sector organizations' focus on innovation, efficiency, customers, and returns. It suggests the public sector could combine the best of both worlds to better support enterprising individuals.

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encouraging and supporting enterprising individuals in the public sector lessons from the private sector Frank Pignatelli
preliminary comments We all need an occasional whack on the side of the head, to shake us out of routine patterns, to force us to re-think our problems, and to stimulate us to ask new questions that may lead to other right answers Roger Von Oech Some people believe that all you need, to effect change, is to be right Michael Fullan
traits of enterprising people positive, persistent, passionate optimistic problem solver courageous life long learner independent ethical goal oriented visionary strategic thinker & planner
encouraging and supporting enterprising individuals in the public sector - the challenges
people, structures and processes
Theory X the average person has an inherent dislike of work and will avoid it if possible people need to be induced and controlled to exert adequate effort the average person likes to be directed, prefers to avoid responsibility, seeks security Theory Y expenditure of physical and mental effort is natural if committed to objectives people will exercise self direction under proper conditions people seek genuine responsibility imagination, creativity and ingenuity exist in all organisations We must recognise the self-fulfilling nature of management practice - people behave as the theories expect them to Theory X and Theory Y - Douglas McGregor (1960) our approach to people
油
Our competition launched their web site, stole all of our customers and put us out of business while you were at the toilet
the key challenge creating systemic change The real voyage of discovery consists not in seeking new landscapes, but in having new eyes Marcel油Proust
encouraging and supporting enterprising individuals in the public sector lessons from the private sector
exceptional organisations organisational innovation operational efficiency customer affinity
securing our future understanding the private sector core business product development cycle time brand image market share return on investment customer focus
client focus cycle time core business return on investment brand image and values public accountability probity transparency social inclusion partnership combining the best of the public sector & the private sector

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Encouraging And Supporting Enterprising Individuals In The Public Sector Lessons From The Private Sector

  • 1. encouraging and supporting enterprising individuals in the public sector lessons from the private sector Frank Pignatelli
  • 2. preliminary comments We all need an occasional whack on the side of the head, to shake us out of routine patterns, to force us to re-think our problems, and to stimulate us to ask new questions that may lead to other right answers Roger Von Oech Some people believe that all you need, to effect change, is to be right Michael Fullan
  • 3. traits of enterprising people positive, persistent, passionate optimistic problem solver courageous life long learner independent ethical goal oriented visionary strategic thinker & planner
  • 4. encouraging and supporting enterprising individuals in the public sector - the challenges
  • 6. Theory X the average person has an inherent dislike of work and will avoid it if possible people need to be induced and controlled to exert adequate effort the average person likes to be directed, prefers to avoid responsibility, seeks security Theory Y expenditure of physical and mental effort is natural if committed to objectives people will exercise self direction under proper conditions people seek genuine responsibility imagination, creativity and ingenuity exist in all organisations We must recognise the self-fulfilling nature of management practice - people behave as the theories expect them to Theory X and Theory Y - Douglas McGregor (1960) our approach to people
  • 7. 油
  • 8. Our competition launched their web site, stole all of our customers and put us out of business while you were at the toilet
  • 9. the key challenge creating systemic change The real voyage of discovery consists not in seeking new landscapes, but in having new eyes Marcel油Proust
  • 10. encouraging and supporting enterprising individuals in the public sector lessons from the private sector
  • 11. exceptional organisations organisational innovation operational efficiency customer affinity
  • 12. securing our future understanding the private sector core business product development cycle time brand image market share return on investment customer focus
  • 13. client focus cycle time core business return on investment brand image and values public accountability probity transparency social inclusion partnership combining the best of the public sector & the private sector