Martin Checinski

It is no easy matter to bring about major change in a large, complex organization—whichever sector it’s in. McKinsey research has found that 74 percent of private-sector transformation efforts fail to meet their objectives, while in the public sector, the failure rate is even higher, at 80 percent. In both sectors, people practices are a decisive factor, often making the difference between success and disappointment.

Five essential disciplines can more than triple the success rate of public-sector change efforts. In our conversations with public-sector leaders across the world, we hear real urgency—and a fair amount of anxiety—about the need to transform government services. At the national, state, and city levels, governments know they must find new ways to meet the expectations of citizens, many of whom are increasingly discontented.

Um aumento no número de transformações governamentais bem-sucedidas poderia contribuir para solucionar os maiores desafios da sociedade, atender melhor às necessidades dos cidadãos e dar suporte ao uso mais produtivo dos recursos públicos. Governos ao redor do mundo sabem que, para atender às necessidades de seus cidadãos, eles precisam transformar os serviços que oferecem.