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Five essential disciplines can more than triple the success rate of public-sector change efforts.
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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. Often governments must also provide “more for less” in an environment of fiscal constraint, and myriad forces that trigger government transformations make their task more challenging (Exhibit 1).
Exhibit 1
Almost half of all public-sector transformations had more than one trigger.
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New research by the McKinsey Center for Government shows just how hard it is to get such transformations right. Around 80 percent of government efforts to transform fail to meet their objectives, according to a survey of nearly 3,000 public officials across 18 countries that formed part of the study’s evidence base. The study also included insights from 80 transformation cases and from in-depth interviews with 30 leaders who have led transformations in government.
What distinguishes the 20 percent of transformations that succeed from the 80 percent that do not? Our study distilled five essential disciplines, “the five Cs,” and found that transformations that apply all of them are more than three times as likely as other change initiatives to succeed. The disciplines are as follows: committed leadership, clear purpose and priorities, cadence and coordination in delivery, compelling communication, and capability for change. These might seem obvious, but they are rarely applied effectively—and they are particularly difficult to implement in the context of the political cycles, complex delivery systems, and multiple stakeholders that characterize the public sector.