Partnership for Public Service

In hindsight, it is easy to identify Alexander Graham Bell’s invention of the telephone in the 1870s as an instrument of marvel, eventually connecting people worldwide. And of course, there is the internet, which, although it burst into the public realm less than 30 years ago, is a technology and service that few can envision living without, whether we understood that in the 1990s or not.

The success of an administration can rise—and fall—based on its competence in managing the government. As history demonstrates, strong management can enable rapid and positive results, while management mistakes can derail important policy initiatives, erode public trust and undermine confidence in the government.

Today’s senior managers are tempted to begin analytics programs before determining the mission-essential questions they are seeking data to answer.  Older data-based analytics efforts often grew out of the discoveries of line employees who made connections and saw patterns in data after receiving new software or hardware that helped them make sense of what they were studying.

In our 2011 report on analytics use in the federal government, "From Data to Decisions: The Power of Analytics," we wrote about the tremendous budget pressures federal agencies face at a time when there is great public demand for government to be more effective and efficient. This report’s release sparked an overwhelmingly positive response from agency leaders and federal performance management practitioners who asked, “Where do we go from here?

Batting average isn’t the best way to determine the effectiveness of a hitter. The Oakland Athletics learned that while doing statistical analyses of players and trying to build a winning team during their 2002 season. “They took everything that happened on the baseball field and sliced it and diced it to its most elemental parts,” Michael Lewis, author of the book, “Moneyball,” said in a radio interview.  The A’s surprised just about everyone with their new-found success on the field, besting teams that had millions more to spend on recruiting top players.

Managers play an important role in an organization; they implement policies from senior leadership and also carry concerns up the chain from staff to decision-makers. If managers and staff don’t see eye-to-eye on the key issues, then managers may be unable or unwilling to properly acknowledge and share staff concerns to leadership. Executives may be left unaware of what’s happening on the front lines, issuing policies that risk failure because they aren’t fully informed.