IFPRI - NAIP - Sanchal Bilgrami, NAIP

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Driving Government Performance: Leadership Strategies that Produce Results Sanchal Bilgrami Director Finance, NAIP

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National Agricultural Innovation Project (NAIP), ICAR and the International Food Policy Research Institute (IFPRI) organized a two day workshop on ‘Impact of capacity building programs under NAIP’ on June 6-7, 2014 at AP Shinde Auditorium, NASC Complex, Pusa, New Delhi. The main purpose of the workshop was to present and discuss the findings of the impact evaluation study on capacity building programs under NAIP by IFPRI. The scientists from ICAR and agricultural universities were sent abroad to receive training in specialized research techniques. Post-training, scientists were expected to work on collaborative projects within the ICAR, which would further enrich their knowledge and skills, expand their research network and stimulate them’ to improve their productivity, creativity and quality of their research. The ICAR commissioned with IFPRI (International Food Policy Research Institute) to undertake an evaluation of these capacity building programs under NAIP in July 2012. The workshop shared the findings on the impact of capacity building programs under NAIP and evolve strategies for future capacity building programs

Transcript of IFPRI - NAIP - Sanchal Bilgrami, NAIP

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Driving Government Performance:

Leadership Strategies that Produce Results

Sanchal Bilgrami

Director Finance, NAIP

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What questions should I ask myself to

improve my performance?

Question Zero

1. “What exactly are we trying to accomplish?”

Performance Deficit

1. “What are my organization’s performance

deficit?”

2. “Which performance deficits should I try to

eliminate or mitigate first?”

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Value Chain

1. “Where along the value chain are my

organization’s most significant performance

deficits?”

2. “Where along the value chain should I and my

organization concentrate our efforts?”

Opportunities

1. “How can I practice JIU – JITSU Management?”

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The Responsibility of the Performance Executive

• Good intentions are not good enough

• Good decisions are not good enough

• Good planning is not good enough

• Good ethics are not good enough

• Results are what really count

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Eleven “Better Practices”

That Can Help

“Ratchet Up” Performance

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Creating the performance framework (I)

Practice 1: Articulate the organization mission

Practice 2 : Identify the organization’s most

consequential performance

Practice 3 : Establish a specific performance

Practice 4 : Clarify your theoretical linkage between

Target & Mission

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Driving Performance Improvement (II)

Practice 5 : Monitor & report progress frequently, personally & publically

Practice 6 : Build Operational Capacity

Provide your teams with what they need to achieve the target.

Practice 7 : Create “esteem opportunities”

Ensure that people can earn a sense of accomplishment & thus gain both self esteem & esteem of their peers.

Practice 8 : Reward success

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Learning to enhance Performance (III)

Practice 9 : Check for cheating, distractions &

mission accomplishment

Practice 10 : Analyze a large number & under

variety of indicators

Practice 11 : Adjust mission, target, theory,

monitoring, operational capacity, rewards, esteem

opportunities and/ or analysis.

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HKS Case Study Teaching Method• Professors used real life examples from the public offices tohighlight and analyze the principles of public governance. Atypical HKS style case study is a short narrative (less than 25pages) most often told from the point of view of managerembroiled in a dilemma.

• Professors assign questions prior to class to focus studentson the particular issues they plan to address in the classsession. A class session can include student-led presentations,exercises, role plays, debates, guest speakers, andsummarizing lectures.

• Professors lead students to experience an “aha” momentduring which conventional wisdom is trumped by deeper, moreseasoned insights.

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Team Preparation

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Yellow Team :

“HAIKU”

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Case Studies : The Six Curriculum

Models1. The Performance orientation

“How will we know if our organization improves its

performance?”

Case : Park Plaza

2. Motivating & Measuring organizational & systemic change

“How can public executives use performance measures both to

learn how to produce better results and to motivate their

organizations to do so?”

Case : “NYPD New” The ladder & the Scale; Oklahoma

Milestones

3. Meaningful Measurement of Performance

“What kind of performance measures might, can and should

public executives use and to accomplish what purpose?”

Case : Paul H O Neil

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4. Risk Control, Problem solving and performance accounts

“When faced with the challenge of controlling risks, what

problem-solving strategies might public executives find effective?”

Case : “The Coast Guard GPRA Pilot”

5. Motivating Individual & Team Performance

“What specific strategies can public executives use to both

individual & teams?

Case : “Baines Electronics” & Division of Water Resources

6. Creating a Performance Driven Culture

“How can public executive infuse a performance orientation

into the culture & day to day operations of their agencies.”

Case : “Lead Poisoning”, Homestead Air Force Base”, What’s

my Agency sortie.”

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Pedagogy

at HKS

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Pedagogy

at HKS

1. Class in HKS.mp4

2. Harvard Post Class.mpg

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Management Concepts

STRETCH TARGET :

A “stretch target” is one that the organization cannot achieve

simply by working a little harder or a little smarter. To achieve a

stretch target people have to invent new strategies, new incentives –

entirely new ways achieving their purpose.

Whenever an organization sets out to accomplish a big tasks,

it breaks it down into small tasks and starts with the easiest ones.

Such a strategy of small wins makes a perfect sense. With each

small win, the organization demonstrates progress. With each small

win, it develops the confidence that it can accomplish something

significant. Moreover, through a series of small wins, it leaves what

works, what doesn’t – and in what circumstances.

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LAMDALICPA

L : LEADING

A : AIMING (the work of Organization)

M : MOTIVATING

D : DELEGATING

A : ANALYSING

L : LEARNING

I : INNOVATING

C : COLLABORATING

P : PERFORMING

A : ACCOUNTING

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JIU – JITSU

Management

• Almost anything that we can think of has a defining

moments : a point when person has shine the brightest

and cemented his existence for everyone to notice and

for everyone to remember

• Effective public executives convert problems into

opportunities

• Effective public executives use political momentum to

accomplish their purpose.

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CAMPBELL’S LAW

When pressure becomes personal – when a person’s job and income

are on the live – some people resort to cheating.

“The more any quantitative social indicators is used for social

decision making, the more subject it will be corruption pressure

and the more apt it will be to distort & corrupt the social processes

it is intended to monitor”

So get over it. Don’t go looking for the perfect performance measure.

It doesn’t exist. Don’t waste countless meetings debating whose

measure is without defects. All measures have them. Don’t hire

expensive consultants to create the penultimate measure. It

doesn’t exist.

Instead, start with a good measure or two.

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THANK YOU