Robert A. F. Reisner

Robert A. F. Reisner is the President of Transformation Strategy Inc., a boutique strategy consulting firm that works with global firms and specialists in multiple disciplines to fashion creative solutions for clients in the public and private sectors. He is the author of “When a Turnaround Stalls” in the Harvard Business Review (February 2002) and numerous technical papers on issues ranging from strategic planning to innovation to institutional transformation.


Richard F. Callahan, D.P.A.

Dr. Richard Callahan is an Associate Professor with the University of San Francisco’s School of Management. He teaches graduate degree courses in public administration in strategy, leadership, and governance. He has been funded for research projects on governance from the Haynes Foundation, Bedrosian Center on Governance, and has a Fulbright Specialist Program award for teaching leadership, institutional design, and governance in Istanbul, Turkey. Additionally, he works with universities in the states of Vera Cruz, Aguascalientes, and Yucatan, Mexico.

Making Strategic Decisions

Dr. Rosenzweig says in his article this is not because executives don’t want to make good decisions, but rather the research has focused predominantly on one type of decision – and this type is not the one most challenging for leaders to make.

Creating Dual Operating Systems

Large companies (and governments) cannot ignore the daily demands of running large enterprises that depend on hierarchy and routines, Kotter observes.  These structures and processes work well in stable, predictable environments and their evolution and refinements have contributed greatly to society in the past hundred years.

The "-Stat" Movement Turns Twenty

Since 2001, Dr. Behn has visited dozens of governmental organizations that are using the PerformanceStat model – some well, and some poorly.  His bold objective was to answer the research question of whether PerformanceStat really makes a difference in improving performance, and how it works.  In short, his answer is:  it depends, and it’s complicated.

Competent Management: Getting the Basics Right

new article in the Harvard Business Review by a team of researchers led by Raffaella Sadun, Nicholas Bloom and John Van Reenen, have done just this, for private sector companies.  But their lessons apply in government as well, observing: “Core management practices can’t be taken for granted.

Strategic Risk Management in Government: A Look at Homeland Security

This report includes two papers describing how the federal government can increase its capability to undertake strategic risk management in safeguarding the nation. In recent years, the government has devoted increased attention to the use of strategic risk management. The challenge now facing government is to begin to link strategic risk management to resource allocation.

Designing and Managing Cross-Sector Collaboration: A Case Study in Reducing Traffic Congestion

In August 2007, five urban regions were selected by the USDOTSDOT to participate in a path-breaking federal transportation initiative. Known as the Urban Partnership program, the initiative funded a total of $1.1 billion in grants for integrated transit, highway pricing, technology, and telecommuting strategies aimed at reducing traffic congestion in major urban areas. The Minneapolis - St. Paul region was selected to receive one of the five grants.

Governance Challenges and the Financial Crisis: Seven Key Questions

Under the leadership of National Academy Fellow Don Kettl and National Academy President Jennifer Dorn, the National Academy of Public Administration convened a roundtable of government leaders, business leaders, researchers and other experts to discuss governance issues related to the government's response to the financial crisis. Seven strategic questions related to governance emerged from the discussion held earlier this year, which was moderated by Don Kettl.