The need for an integrated and trans disciplinary public governance approach is essential to enable leaders and organisations to truly deliver the electorally promised and democratically chosen values related to the public domain, i.e. society and nature as a whole.
The governance for delivering public values is challenging and even under pressure. A reflection how actor can deliver values to objects by good governance needs a thorough reflection, from we think a holistic point of view from the object or the value to be delivered, not from that of the actor. Actor and all elements of governance should be derived from or related to the value-object. In the public domain, deviations in values or in the state of the object are defined as public risks.
The last 15 years PRIMO has recorded many public risks. We think that public governance as mechanism to deliver values need an impulse from the holistic value-object perspective. We studied the main drivers of public risks. PRIMO defined five elements of governance to contribute to a more focused, coordinated and effective governance. They are addressed in an integrated framework FORTE™, to serve the actors, our members, in their public governance strategy design and implementation.
Much has been written about governance and even more about strategies and policies in the public and the private sector. Companies, governmental and non-governmental organisations, are being continually faced with challenges due to the changing trends and developments in modern society. Organisations therefore find themselves in a permanent flow of internal and external changes, resulting from a dynamic world. It is the challenge to connect the dots by dialogue.
Although academics have published studies, models, frameworks, methods and techniques to help face these challenges, it is not an easy task, especially since they rely on assumptions and are limited in scope. Also, not easy due to the conglomerate of internal and external factors of the organisation, the variety of stakeholders, roles, interests, cultures and processes.
The state of…
Public and business surveys of the last ten years show us that if content and governance are not well connected, risks will emerge. The World Economic Forum published in this period yearly Global Risks Reports, showing enormous developments in risks. And also the Lloyds City Risk Index is a good example of systematic monitoring of risk. Sometimes within acceptable (mostly, ex post defined) margins, but more and more crossing the line of what we define as good governance. The scale of emerging risks seems to increase, too often caused by organisations failing in their own performance or by a lack of cooperation with stakeholders, caused by target settings in business, which in fact proofed to be out of reach from the start or can be realised with large deviations in time and budget.
These risks also show themselves in the fragmentation or segmentations of the object of management itself such as your client network and market (in business) or good citizenship and social cohesion (government). Often content, market and governance are not well connected, causing a diversity of risks. Products/services, clients/citizens and governance in business and the government can be very poorly connected.
The need for…
The need for an integrated and transdisciplinary public governance approach is essential to enable public leaders (the actor), to truly deliver the electorally promised and democratically chosen values related to the public domain (object), i.e. society as a whole. The governance for delivering public values is challenging and needs to be addressed from the holistic point of view from the object and its value.
The actor and all elements of governance should be derived from or related to the value-object. Public Risk Management Organisation (PRIMO) has for the last 12 years experienced many deviations, i.e. risks, not only in public values but also in the state of object, due to high fragmentation and segmentation in governance principles and the high diversity of stakeholders, roles, perspectives and interests. A focused and well-coordinated governance can only be derived from a holistic perspective, which starts with the needs of the object and not those of the actor.