The Art of Public Strategy: Mobilizing Power and Knowledge for the Common Good

The strategies adopted by governments and public officials can have dramatic effects on peoples' lives. The best ones can transform economic laggards into trailblazers, eliminate diseases, or sharply cut crime. Strategic failures can result in highly visible disasters, like the shrinking of the Russian economy in the 1990s, or the aftermath of Hurricane Katrina in New Orleans in 2005. This book is about how strategies take shape, and how money, people, technologies, and public commitment can be mobilized to achieve important goals. It considers the common mistakes made, and how these can be avoided, as well as analysing the tools governments can use to meet their goals, from targets and behaviour change programmes, to innovation and risk management. Written by Geoff Mulgan, a former head of policy for the UK prime minister, and advisor to governments round the world, it is packed with examples, and shaped by the author's practical experience. The author shows that governments which give more weight to the long-term are not only more likely to leave their citizens richer, healthier, and safer; they're also better protected from being blown off course by short-term pressures. The book is essential reading for anyone involved in running public organizations - from hospitals and schools to national government departments and local councils - and for anyone interested in how government really works.

Table of Contents:
1: Introduction: From Tangled Knots to Virtuous Circles Part I 2: What is Public Strategy? 3: Public Action: The Dynamics of Supply and Demand 4: A Framework for Adaptive Strategy Part II 5: Locating Strategy: Structures, Processes, and Cultures 6: Knowledge: How Can Governments Know Enough to Govern? 7: Implementation: Moving from Words to Action 8: Positive Risks: Taking Innovation in the Public Sector Seriously 9: Negative Risks: Strategies for Resilience 10: Joined-up Government 11: Changing Minds and Behaviour 12: Trust: How to Win it and Lose it 13: Metrics: Measuring Social and Public Value 14: Persistent Leadership Part III 15: Separating the Urgent and the Important: Strategy as a Public Good

About the Author :
Geoff Mulgan CBE is director of the Young Foundation, an organization specialising in social innovation that in the past helped give birth to organizations such as the Open University and Which. He has held various roles in government in the UK, including director of the government's Strategy Unit and head of policy in the Prime Minister's office. He has lectured and advised governments in countries all over the world, from China and the USA to Australia and India. He is a visiting professor at LSE, UCL, and Melbourne University. His most recent book is Good and Bad Power: The Ideals and Betrayals of Government (Allen Lane, 2006). He is on the editorial board of Political Quarterly; a trustee of the Work Foundation and the Design Council; chair of Involve and of the Carnegie Inquiry into the Future of Civil Society in the UK and Ireland.

Review :
`Geoff Mulgan's deep insights into the politics of change derive from a profound understanding of the dynamics of modern societies, impressive creativity in the design of new social institutions, and an abiding commitment to social progress. His work has informed the thinking of public officials at the top of the pyramid as well as social entrepreneurs at the grass roots, and it should be widely read and studied.' Rosabeth Moss Kanter, Harvard Business School Professor and author of Confi dence and World Class