Strategy in the Public and Private Sectors: Similarities, Differences and Changes

Abstract

Strategic concepts and practices first evolved in the private sector, so they evoked much controversy when they migrated to the public sector from the late 1970s onwards. Partly this was about their (in)applicability to the distinctive features of government organizations, in particular their focus on public as well as private value, their situation in a political rather than a market environment, their almost exclusive capacity to use legal authority to achieve purposes, and the extent to which they often need to share power over personnel and resources with other public sector agencies. These and other factors complicated efforts to apply New Public Management and similar frameworks in strategy concepts in a governmental context. Partly also the traditional private-sector focus on single organizations did not resonate with the growth of network governance from the 1990s. The authors argue for an alternative model based primarily on the public value framework as a means of incorporating and going beyond traditional strategy thinking.

Existential Dynamics of Local Economic Development Partnerships in Namibia: The Case of Khomas Region

“…The ease of registering a business was scored a 4, and suggests it is relatively easy to register a business in the Khomas Region. This provides a great advantage for LED as regional and local authorities may only partner with registered business entities on projects ( Alford & Greve, 2017).…”

“…Partnership formation by all stakeholders may serve as a critical driving force behind LED initiatives. Literature posits that businesses(private sector) have traditionally not been included in the planning and implementation of development strategies in the past (Alford & Greve, 2017).Experience in developing countries suggests that economic development projects steered by local communities and businesses have better prospects at succeeding than those by government only (Alford & Greve, 2017;Meyer, 2016).LED projects will only be relevant to communities of the locals constitute a leading role in such partnerships as local development takes place through local coordination. Ultimately, the formation of local partnerships fosters good self-governance by communities.…”

“…From the above, it has now been established that the lack of sound partnerships can significantly impair the implementation and progress of LED programmes and projects. The consequence of this is diverse and would be witnessed at all levels of government (Alford & Greve, 2017). This comes as the attainment of broader national developmental goals and objectives would not be fed and supplemented by the achievement of regional and local goals.…”

Gestión de Procesos de Negocios en el Sector Público

“…Esta solía ser la pregunta inicial del capítulo de la Gestión Estratégica años atrás (Alford, 2001). La Estrategia Corporativa se originó en los Estados Unidos en la década de 1960, luego se difundió hacia Gran Bretaña, Australia, Nueva Zelanda y el resto de Europa del Norte y a partir de allí se ha estado adaptando globalmente (Alford y Greve, 2017). Los gobiernos eran percibidos, y lo son aún en varios países, como sobredimensionados e ineficientes; este concepto está reforzado también por la creencia generalizada de que el sector privado es más eficiente que el público.…”

“…La realización de este proyecto se lograría utilizando la tecnología de comunicación entonces moderna basada en ordenadores personales en red. (Prause, 2018, p.15) La recepción de nuevas ideas de gestión en el sector público continuó en los años 2000 y creció con foco en la creación de valor, la digitalización y la involucración (Alford y Greve, 2017). Por su parte, estudios realizados recientemente en Suecia, muestran que sus municipios están organizados por funciones, y, por lo tanto, las estructuras organizacionales de estos no están alineadas con un enfoque orientado al proceso.…”