Implementing Public Policy in Africa: Bridging the Gap Between Vision and Results
Summary
By its very nature, the strategy is “cross-functional” and therefore cannot be managed in a functional, siloed manner.
Key points
- 90% of strategies fail due to poor execution (international observation).
- African public administrations suffer more from a lack of execution and management than from a lack of strategy.
- The Balanced Scorecard method and XPP provide a comprehensive framework for strategy formulation and execution.
- The method is scalable, logical and adaptable to African institutional realities.
In a context marked by rising citizen demands and pressure from donors concerned with tangible results, strategic execution becomes the determining factor for success in achieving results. Although African countries have ambitious visions, results remain limited due to a chronic deficit in implementation. This article summarises the common structural causes of this gap and presents the reference framework of the “BSC and XPP” method as a powerful lever for strengthening implementation effectiveness.
An African paradox: abundance of strategies, limited results
African governments have been producing ambitious strategies for years, but reforms are struggling to come to fruition. Disruptions, changes in priorities and a lack of operational alignment create a paradox: an ambitious and achievable vision, a well-formulated strategy, but weak execution that undermines the intended benefits and their sustainability.
The structural causes of the implementation deficit
Public management literature identifies several major causes: fragmented decision-making, inadequate information systems, limited coordination, and a still-emerging performance- culture. These factors create a lasting gap between strategy and action.
Key points
- Execution requires stable and disciplined governance.
- Leadership must ensure consistency, strategic alignment and continuity.
- Operational and strategic performance reviews are essential for success.
- Coordination must take precedence over the expansion of initiatives.
Strategic translation: moving from vision to action
A vision only becomes operational when it is translated into concrete, measurable objectives that are aligned with the strategy and organisational capabilities. The Balanced Scorecard provides this essential structure to ensure consistency and rigorous execution.
The Balanced Scorecard: a holistic, results-oriented system
The BSC balances performance across four perspectives: Stakeholders/Finance, Customer/Citizen, Internal Processes, and Learning and Development. It aligns the entire organisation with integrated and shared strategic priorities.
XPP: a comprehensive architecture for strategy execution
The “Strategy Execution Premium Process” (XPP) structures the entire execution value chain. From formulation to governance, XPP provides the mechanisms required to institutionalise execution discipline.
A model perfectly suited to the African context
The BSC does not require major transformations or complex IT systems. Its strength lies in its scalability: it allows you to start with a pilot project before gradually rolling it out more widely.
Expected impacts on public sector performance
The benefits of the BSC/XPP are numerous and have been proven internationally in both the private and public sectors: transparency, budgetary agility, adaptability, coordination and accountability, data-driven decisions, and fewer interrupted reforms.
Conclusion: perform better to transform more
African public transformation depends less on strategic formulation than on effective execution. The Balanced Scorecard and XPP frameworks offer a robust architecture for sustainably improving the performance of public services.
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An article by Salahdine Ourzik, MBA, PMP, BSC/XPP, LMI
Strategic planning
Organisational Change Management
Leadership Development
Corporate Performance System
Argyris, C., & Schön, D. (1978). Organizational Learning.
Christensen, T., & Lægreid, P. (2007). Transcending New Public Management.
Forbes Insights. (2016). Why Strategy Execution Unravels.
Hrebiniak, L. (2005). Making Strategy Work.
Kaplan & Norton (1992, 2001, 2008). Balanced Scorecard & Execution Premium.
Kotter, J. (1996). Leading Change.
World Bank. (2018). Africa’s Governance Report
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