This blog is a short answer to the question people ask me the most; “What was it like to be a Minister?” This is my first personal reflection of what it meant for me. I talk briefly about the good, the bad, the ugly and the hope.
Public sector organizations require good management. While Trillion Dollar Coach isn’t necessarily a must-read book in public policy, it’s definitely valuable and should probably be added to the list. In this blog I share my three takeaways and how they can be applied in the public sector.
In this article I share the step-by-step process I used as a Minister to plan and lead my meetings effectively. I also created free templates you can use to guide you through this process. My intention is to share what has worked for me and motivate you to find something that works for you.
South Korea has been showcased as an exemplar in the global fight against COVID-19. The country’s testing capacity, combined with its ability to trace people who may have been exposed to the virus and treat patients, has been highlighted as the key to its success. What I find more interesting about Korea is not so much what they are doing but why they are doing it. Korea’s current success builds on previous failures, on the government’s ability to learn from past mistakes and to institutionalise those lessons.
Forging and adopting technically sound policies is necessary for successful development, but it is not enough: any policy is only as good as its implementation. In this blog Michael Woolcock and Norman Loayza argue that policy implementation can fail for two broad reasons: (1) the absence of complementary measures needed to make the chosen policy effective; and (2) the inadequate capability of prevailing institutions and administrative systems.
The progress of technology is admirable and sometimes even intimidating. Yet, the human brain is so much more complex and adaptive to learning and social environments than a robot will ever be. A case for early childhood interventions
There is a difference between learning what to do, which depends on the accumulation and assimilation of knowledge, and learning how to do it, which generally comes through practice.
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