Dr. Keith Clinkscale was featured on the cover of Performance Magazine Issue No. 23, 2022 – Travel Edition, where he shared his passion for breaking barriers and rethinking silos between various departments in Palm Beach County. He discussed the Palm Beach County Strategic Planning and Performance Management Guide – Fiscal Year 2022/2023 and the valuable tools they utilized in their organization.
In 2024, Dr. Clinkscale returns for a follow-up interview to discuss their initiatives’ results and advancements in government strategy and performance management, highlighting innovation and the growing role of Artificial Intelligence (AI) in the government of the future.
We appreciated the insights you shared during your last interview with us. You mentioned then that cross-departmental teams were formed in accordance with the county’s new Six Strategic Priorities. Can you give an example of a successful project or any achievement that emerged from that move, and tell us about the results and key lessons learned?
One of our Six Strategic Priorities is Infrastructure. For context, Palm Beach is the largest county in the State of Florida. Due to the county’s vast size and complex infrastructure projects, the Infrastructure Cross-Department Team was formed to address coordination issues across over 15 departments with around 7000 employees. The team developed a GIS PORTAL application to allow departments to visualize ongoing projects and coordinate timelines. It was used to avoid extended traffic closures, consolidate costs, avoid unnecessary construction, and more. From a Strategic Planning and Performance Management aspect, this portal increased the efficiency of project coordination, eliminated resource waste, and prevented project reworking, leading to higher public satisfaction.
Continuous improvement and innovation seem central to your work. In light of these objectives, how is the rise of disruptive technologies such as AI impacting your strategy and performance management systems?
AI is becoming a frequent topic of conversation wherever I go. Many are still exploring its possibilities and how to leverage it effectively. There is mutual agreement that it is a viable and exciting new tool with many applications. For instance, we recently did a survey of over 7500 residents, with some questions allowing them to submit thoughts and recommendations, resulting in over 2000 written responses. AI was used to synthesize and summarize the responses and create common themes, which greatly complemented the survey results. Right now, I have seen the focus on educating the masses on AI and the many ways it can be used to enhance our work. I am very intrigued and look forward to incorporating it into performance management.
What key trends do you think will influence the government sector in 2024 and the coming years?
To be honest, AI appears to be one trend that will dominate. It is a hot topic everywhere. Though still mysterious to many, it is constantly discussed and experimented with. AI can be applied in so many simple and complex ways, and the possibilities and challenges seem endless. So when asked about trends, all roads lead to AI.
The KPI Institute’s 2024 Global Trends Brief illuminates the interconnected nature of today’s challenges, from geopolitical shifts to technological disruptions. What initiatives or steps can governments take to ensure stakeholder alignment and commitment to strategic objectives?
The Voice of the Customer (VoC) is going to increase in importance. Engaging with and understanding what residents or stakeholders have to say must take precedence. People want to be heard and are demanding accountability. Governments must be willing to continue engagement surveys and town halls. This is scary to government entities because we are not always ready for abundant opinions, suggestions, and recommendations from the public. However, the data can be used to propel to greatness.
In transforming government employee career paths, what challenges could emerge during the shift from conventional, linear career progressions towards more adaptable avenues such as cross-departmental rotations and international secondments? How can these obstacles be effectively addressed?
I think the nature of government is the greatest threat to innovation. Most government employees are long-term employees who are accustomed to established procedures and may not always openly embrace innovative ideas and new ways of doing things. When people are limited to new technology and exposed to a culture resistant to change, transformation is virtually impossible.
What mechanisms can be put in place to ensure that AI-driven decision-making in government services upholds the principles of fairness, transparency, and accountability?
Well, to be honest, this is a million-dollar question. I do not think anyone knows— it is too early. AI is hitting the scene like Netflix taking over Blockbuster. Instead of avoiding and trying to control it, we need to embrace it and intentionally manage its inevitable role.
How can the government align its workforce capabilities and performance with the evolving demands of the AI revolution?
Well, most have Chief Information Officers (CIOs). However, in the future, there may need to be a Chief AI Officer because AI will take over how we do almost anything and everything. It needs to have its own center of excellence where AI practitioners work, develop, and learn from each other.
What would you advise multilateral institutions to reach effectiveness and alignment in strategy planning and implementation?
My approach is to establish a one-page strategy that includes strategic priorities. But do not stop there because most fail at implementation. So, to build an operationalized strategy, I established high-performance cross-functional teams around each strategic priority and tasked the teams with implementing their respective strategic priority.
What are the key success factors for governments to build consistency in strategy and performance management?
As I said, the strategy needs to be broken down into strategic priorities. Each priority needs a team of the right folks focused on discussing, sharing, promoting, and managing all activities associated with that priority. Establishing dedicated teams drives engagement, inclusion, and implementation of each part of the strategy.
What are the most common pitfalls in strategy and performance management in governmental institutions? What can be learned from it?
The most common pitfalls are poor culture, engagement, and a lack of appreciation for strategy and performance measures. Culture is everything, and it will eat your strategy for breakfast. If the people are not collaborative, if they work in silos, and if they do not understand the importance of metrics, then they will passively resist.
What are the five characteristics of a high-performance government?
For me, the five characteristics of a high-performance government are (1) leadership and not management, (2) a thriving culture that is not toxic, (3) vision, (4) innovation, and (5) teams.
What is the key performance management tool used in your organization for decision-making? Is it the strategy plan, the strategy map, the balanced scorecard, or an executive dashboard?
The budget drives everything. However, we have been intentional about creating the vision, mission, core values, strategic priorities, and a scorecard metrics system. Now, all budget requests must be tied to a strategic priority and supported by metric data. Yet, sometimes the tendency is to make decisions without reviewing the metrics because it is just something that is needed. However, the ongoing goal is to tie everything to the metrics that justify it.
If you could convey the essence of government performance in three indicators, what would those be?
First is culture. I have realized that most governments have long-term employees who have never worked elsewhere. The world continues evolving, and many things can be done differently and more efficiently. However, unwillingness to change and fear of change can be significant barriers. So, creating a culture that is ready requires tons of training and change management.
Second, every department needs to have metrics that measure performance. Top leadership must emphasize and review these metrics, or the masses will not value them or see their importance.
Third, employee morale, engagement, and appreciation must be top of mind. People need to feel that they matter and are valued.
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Editor’s Note: This article was originally published in Performance Magazine Issue No. 30, 2024 – Government Edition.
About the Practitioner:Dr. Keith Clinkscale is the Director of Strategic Planning and Performance Management for Palm Beach County in the U.S. He supervises all activities related to the county’s long-term strategic plan and its over 30 departments. Furthermore, Dr. Keith is responsible for assisting the Board of County Commissioners (BCC), Executive Team, Department Directors, and staff with developing long-term goals, objectives, strategies, and actions.
Amidst the dynamic shifts in today’s organizational landscape, the traditional notion of a one-size-fits-all strategy is being challenged. To align with diverse factors such as culture, structure, goals, and external influences, a reevaluation of the traditional or accustomed strategy becomes essential. In this interview, Dr. Eng. Malek Mohammed Ghazo shared different ways that organizations can align their strategy with the organization’s specific needs, aiming for resilience, adaptability, and sustained success.
Aligning strategy with culture is akin to solving a jigsaw puzzle due to the involvement of different perspectives and factors. As a management consultant, what advice would you offer organizations and professionals when fitting these intricate pieces together?
To align strategy with culture, cultivate leadership buy-in at all levels. Ensure that leaders embody and advocate the organization’s values and strategic vision. Encourage open dialogue, recognize diverse perspectives, and foster an environment of trust and collaboration. This holistic approach ensures that culture and strategy are interwoven, driving unified progress.
What cultural nuances do you think will shape the strategic landscape in 2024?
In 2024, cultural nuances like inclusivity, agility, and continuous learning will shape the strategic landscape. Organizations that value diversity and adaptability to change and are committed to upskilling will be able to effectively navigate the dynamic environment. Ethical considerations and sustainability will also play pivotal roles, reflecting a broader focus on societal values in strategic priorities.
In light of global economic shifts and geopolitical uncertainties, how can organizations create resilient strategies that can withstand external disruptions?
Organizations should integrate agility into their DNA, leveraging excellence frameworks and ecosystem mapping to anticipate changes. Embracing adaptive planning and fostering a culture of innovation ensures resilience. Investing in robust risk management and nurturing strategic partnerships can buffer against uncertainties, enabling a proactive stance in volatile environments.
What do you see as the most promising ways artificial intelligence (AI) can further impact corporate strategy, and what steps should companies take to remain at the forefront of AI-driven strategic advancements?
AI’s potential lies in predictive analytics and decision-making enhancement. Companies should invest in both talent and infrastructure to integrate AI insights into strategic planning. Staying ahead requires a culture of continuous learning and ethical AI use, ensuring that strategies are data-informed, agile, and attuned to evolving market dynamics.
Does your organization use strategic foresight to enhance future readiness? If not, please detail the organization’s approach to planning in the short, medium, and long term.
Our organization prioritizes strategic foresight, aligning with practices like Dubai’s 50-year vision. We employ future foresight planning to balance immediate adaptability with medium-term trend analysis and long-term vision creation. This approach ensures sustained relevance, innovation, and resilience in an ever-evolving global landscape.
Do you see any application of AI to facilitate strategic planning or performance measurement? Is your organization using any such tool, possibly in certain areas of the organization?
AI significantly enhances strategic planning and performance measurement through predictive analytics and data-driven insights. Our organization employs AI tools, particularly in market analysis and operational efficiency, leveraging AI’s capability to forecast trends and optimize decision-making processes with Future Foresight (FF) tools.
How are strategic objectives defined in your organization, including the research process, involved stakeholders, and other pertinent details?
Our organization defines strategic objectives comprehensively, integrating stakeholder insights via a robust mapping system. By employing the Balanced Scorecard (BSC) approach, we ensure that objectives are well-rounded—aligning financial, customer, internal process, and learning perspectives— to foster a holistic and forward-thinking strategic framework.
How do you balance long-term planning and short-term priorities?
Balancing long-term planning with short-term priorities involves a dynamic BSC framework approach. We continuously align short-term actions with our long-term vision, ensuring that immediate objectives support overarching goals. Regular stakeholder engagement and performance reviews allow agile adaptation, maintaining equilibrium between immediate results and strategic future aspirations.
In your experience, what is the most important tool for managing strategy, and why?
In my experience, an agile resource allocation system is the most crucial tool for managing strategy. It allows swift adaptation to market changes and enables resources to be optimally distributed to high-impact areas. This agility fosters resilience, maintains a competitive edge, and ensures that strategic objectives are met efficiently.
How do you communicate strategy to different stakeholders within the organization to ensure a high level of awareness of priorities for both frontline employees and management positions?
Effective communication of strategy involves clear and consistent messaging tailored to different stakeholder groups. Utilizing a variety of channels, we ensure that frontline employees and management understand priorities through regular updates, workshops, and dashboards. This strategy fosters alignment, engagement, and a shared commitment to organizational goals across all levels.
What key elements is your organization using to ensure effective strategy execution?
Our organization facilitates effective strategy execution through an agile project management framework, a centralized project management office (PMO), data and benchmarking offices, and dedicated process and governance teams. This integrated approach streamlines execution, ensures data-driven decision-making, and maintains alignment with strategic objectives, driving consistent and impactful results.
What approaches or methodologies have you found effective in fostering cross-functional collaboration and ensuring that all departments work cohesively towards strategic goals?
Leveraging automated tools and platforms has proven effective in fostering cross-functional collaboration. These tools facilitate seamless communication, project tracking, and data sharing across departments, advancing alignment and synchronized efforts toward strategic goals. This tech-enabled approach enhances transparency and accountability to drive cohesive, organization-wide progress.
What critical skills and competencies should professionals develop to excel in strategic management?
Professionals should cultivate agility-related skills such as adaptive thinking, strategic foresight, and resilience. Competencies in data-driven decision-making, effective communication, and collaborative leadership are also essential. These skills enable professionals to navigate complex environments, drive innovation, and lead teams toward achieving strategic objectives.
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Editor’s Note: This article was originally published in Performance Magazine Issue No. 29, 2024 – Strategy Edition. The practitioner’s bio has been updated to reflect his current achievements and credentials.
About the Practitioner:Dr. Eng. Malek Ghazo has over 14 years of experience in management consulting. He has trained more than 1,500 people and spearheaded organizational excellence and sustainability projects across the UK, Jordan, UAE, KSA, and Qatar. Ghazo holds a Master of Science in Engineering and Management and a Ph.D. in Circular Economy, Sustainability, and Excellence.
How do the strategic objectives, key performance indicators (KPIs), and initiatives connect with one another? In this webinar, The KPI Institute’s General Manager, Adrian Brudan, explains the link between these elements of an organization’s performance measurement and management architecture. Find out how standardization in performance terminology can lead to measurable benefits. The webinar also includes discussions on SMART objectives and best practices for KPI naming standards.
In an era of uncertainty, determining what impacts an organization’s direction is as important as identifying those factors, understanding the risks, and knowing which ones truly matter. Achieving such clarity is possible through strategic foresight, a structured approach used to anticipate opportunities and challenges to prepare for future changes. This approach is even more crucial in the government sector, where authorities are responsible for public resources, well-being, and long-term stability.
Singapore serves as an exemplary case study in this realm. The country ranked fifth in the World Intellectual Property Organization’s Global Innovation Index 2023 and has been recognized for its ability to translate “innovation investments into innovation outputs.” Similarly, the Singapore Country Report 2024 for the BTI Transformation Index, where Singapore ranks 21st out of 137, provides further examples of how the country maintains strategic priorities and implements policies effectively in several areas.
Singapore’s adaptability is also reflected in its ranking in The KPI Institute’s Government Service Index 2023. Singapore ranked first in Future Readiness, which, in the context of government services, refers to the capacity and preparedness of government agencies and institutions to adapt, innovate, and effectively meet society’s evolving needs and challenges in the future.
Future readiness also emphasizes forward-thinking and proactive approaches to governance. Several perspectives were assessed in this dimension of the index, wherein Singapore took the top spots in Strategic Prioritization (first), Innovation (second), R&D Expenditure (second), Regulation of Emerging Technologies (second), Investment in Green Energy and Infrastructure (fifth), and Hightech and Medium-high-tech Manufacturing (first).
Singapore’s decades-long history of planning, as noted on the Centre for Strategic Futures’ (CSF) website, started with an experiment in the Ministry of Defence in the late 1980s. It was further refined in 1995 when the Scenario Planning Office was set up in the Prime Minister’s Office. In 2003, it was renamed the Strategic Policy Office (SPO) “to reflect the strengthened links between foresight work and strategy formulation.”
In 2009, the CSF was established within the Strategic Policy Office to focus on whole-of-government strategic planning and prioritization. Its vision is “to build a strategically agile public service ready to manage a complex and fast-changing environment.” This suggests a focus on adapting governmental structures and processes and emphasizes the importance of flexibility within the public sector to address future complexities and changes. Its mission is focused on three main areas: “building capacities, mindsets, expertise, and tools for strategic anticipation and risk management; developing insights into future trends, discontinuities, and strategic surprises; and communicating the insights to decision-makers for informed policy planning.”
Strategic Foresight Tools
To develop insights into future trends, the CSF applies sophisticated strategic foresight tools recognized as Scenario Planning Plus (SP+). SP+ serves six purposes: defining focus, environmental scanning, sense-making, developing possible futures, designing strategies, and monitoring. The process goes as follows: the nature of the problem is established first, and then problems are divided into five domains—simple, complicated, complex, chaotic, and disorder—using tools such as complexity theorist Dave Snowden’s Cynefin Framework Problem Definition.
Subsequently, with Driving Forces Analysis and Prioritisation [sic] tools, potential trigger events are examined based on how they can influence existing trends and then subsequently ranked according to their potential impact on stakeholders. Afterward, Scenario Planning is used to generate narratives and models to comprehend conceivable future conditions. This method makes use of stories to depict possible future scenarios, questioning assumptions and stimulating deliberation on long-term strategies.
One of the responsibilities of the CSF is to distribute the SP+ toolkit throughout the Singaporean Government. To achieve this, the center conducts a series of workshops called “FutureCraft.” Experts are invited to join said workshops, which focus on introducing key skills and tools relevant to government foresight work. Through its publications, the CSF disseminates information that aims to address real-world challenges and offer different approaches to envisioning the future, such as the Driving Forces Cards 2040.
By embracing strategic planning as a core approach, the Singaporean government fosters resilience, adaptability, and competitiveness, thus paving a sustainable path for the country’s future. Governments across the globe can learn from Singapore’s example of creating strategic foresight units to become better equipped to make informed strategic choices, anticipate potential complex socioeconomic obstacles, and gain a competitive edge.
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Editor’s Note: This article was originally published in Performance Magazine Issue No. 30, 2024 – Government Edition.
The transformative shifts occurring today compel employees to recalibrate their thinking, embrace cutting-edge technologies, adapt behaviors, and operate in new environments. While these changes hold the promise of progress, they simultaneously introduce disruptions.
Effective change management is a critical factor for organizational success in this dynamic scenario. Change management relies on strategic leadership, as highlighted in the Certified Agile Strategy Execution course offered by The KPI Institute (TKI). This program emphasizes the importance of shaping a strategic vision and guiding employees through essential actions for its realization. It involves anticipating change, maintaining flexibility, and empowering others to drive strategic change when needed.
However, TKI’s State of Strategy Management Practice Global Report – 2023 reveals a stark reality in the business environment: 34% of professionals identify poor management of changes as a significant contributor to strategic failure. Meanwhile, on the employees’ side, the challenge of change fatigue emerges during transformation changes.
Change Fatigue
Even with the most adept strategic leadership, the continuous wave of changes can affect employees’ resilience, impacting their performance and engagement. As outlined in Capterra’s 2022 Change Fatigue Survey, the prevalent consequences of change fatigue on employees include loss of productivity, less trust in the employer, and losing enjoyment in the job (see Figure 1).
Figure 1. Most Common Effect of Change Fatigue Among Respondents Experiencing Change Fatigue | Source: Adapted from Capterra’s 2022 Change Fatigue Survey
Leadership, therefore, must prioritize addressing their employees’ readiness for change to mitigate resistance and prevent change fatigue.
Drawing from a study featured in the International Journal of Ethics and Systems, the influencers of this readiness are internal perceptions of competence, relatedness, and autonomy, as well as the knowledge-sharing models employed in the organization.
When employees feel competent and confident in their skills, the likelihood of adaptation to change significantly increases. Similarly, individuals who hold a sense of connection with their colleagues and the organization find themselves better equipped to weather change collectively. Employees who feel independent and in control of their work naturally take ownership of the change process. This autonomy empowers them with a sense of purpose.
Lastly, the seamless integration of structured documentation and dissemination of explicit knowledge with human-centric exchanges enhances information accessibility and fosters a collaborative and interconnected work environment.
A deep understanding of these factors enables leaders to implement interventions that foster a positive and adaptive organizational culture. This, in turn, strengthens teams against change resistance and fatigue. Examples of such measures are the following:
Prioritize skills development and invest in training programs to enhance employees’ confidence in their skills and ability to adapt to changes.
Foster a workplace culture that emphasizes collaboration and communication, reinforcing a sense of relatedness among employees.
Delegate responsibilities, involve employees in decision-making, and offer opportunities for autonomy within the context of change initiatives.
Establish a comprehensive knowledge-sharing environment to ensure that employees have access to information and resources essential for a seamless change.
According to TKI, when strategic initiatives are expected to extend beyond incremental adjustments—delving into changes that not only redefine the “what” but revolutionize the “how”—then an organization must implement a meticulously crafted approach to communication and engagement. It should be able to counteract its employees’ natural resistance to change and sustain productivity levels.
Leaders should use transparent and consistent communication to keep employees informed about upcoming changes, set up feedback mechanisms that allow employees to express their concerns and suggestions, and, finally, acknowledge and recognize employees for their resilience.
The complexities of change management require leaders to be proactive in addressing the concerns of their teams. To mitigate negative responses from employees during periods of change, leaders must prioritize equipping their workforce with the essential resources and knowledge necessary for adaptation. Furthermore, leaders must embody the change they seek, serving as models of adaptability.
Effective change management coupled with supportive leadership are the keys to sustaining optimal employee performance and satisfaction in the ever-evolving business environment.
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Editor’s Note: This article was originally published in Performance Magazine Issue No. 29, 2024 – Strategy Edition.
