Mark Moore interview: what is public value

00:04:33
https://www.youtube.com/watch?v=igYD8xo4LKE

Resumen

TLDRThe speaker discusses their experience leading executive programs and the motivation behind writing 'Creating Public Value'. The book emphasizes the need for public sector managers to focus on creating public value, akin to private sector practices. It highlights that public value is determined collectively, not individually, and underscores the importance of facilitating community conversations about public value. This shift in perspective requires public managers to adopt entrepreneurial thinking while prioritizing the public interest.

Para llevar

  • 📚 The book 'Creating Public Value' was published in 1995.
  • 👔 Public sector managers should focus on creating public value.
  • 💡 Public value is determined collectively, not individually.
  • 🤝 Facilitating community conversations is crucial for public managers.
  • 🚀 Entrepreneurial thinking is important in the public sector.
  • ⚖️ Public value contrasts with private value.
  • 📈 The role of public executives is evolving.
  • 🔍 Understanding public interest is key for effective management.
  • 🗣️ Engaging with the community enhances service delivery.
  • 🔗 The book serves as a foundation for executive education.

Cronología

  • 00:00:00 - 00:04:33

    The speaker reflects on their 15 years as head of executive programs, leading to the writing of the book 'Creating Public Value' in 1995. The book emphasizes the need for public sector managers to understand their purpose and the tools at their disposal, moving beyond traditional concepts of efficiency and effectiveness. The speaker proposes that public sector executives should focus on creating public value, akin to how private sector managers create value for customers and shareholders, but without the financial motivations. This entrepreneurial approach to public value is collective rather than individual, determined by the society as a whole rather than individual clients. The speaker highlights the importance of facilitating a collective conversation about public value, which shifts the role of public sector executives towards innovation and effective communication within the community.

Mapa mental

Vídeo de preguntas y respuestas

  • What is the main idea of 'Creating Public Value'?

    The main idea is to redefine the role of public sector managers to focus on creating public value, similar to how private sector managers create value.

  • How is public value determined?

    Public value is determined collectively through representative government, rather than by individual customers.

  • What skills are required for public sector executives?

    Public sector executives need to facilitate conversations about public value and adopt entrepreneurial thinking.

  • What was the motivation behind writing the book?

    The motivation was to document lessons learned from public executives and to enhance executive education.

  • How does public value differ from private value?

    Public value focuses on the collective good, while private value is centered on individual or shareholder interests.

Ver más resúmenes de vídeos

Obtén acceso instantáneo a resúmenes gratuitos de vídeos de YouTube gracias a la IA.
Subtítulos
en
Desplazamiento automático:
  • 00:00:00
    I was the head of our executive programs
  • 00:00:01
    for 15 years and eventually uh felt the
  • 00:00:04
    need and the obligation to write down
  • 00:00:06
    what I thought I had learned from that
  • 00:00:08
    group of uh public Executives and so I
  • 00:00:10
    wrote this book called creating public
  • 00:00:12
    value which was uh published in 1995 I
  • 00:00:15
    guess and as also served as the
  • 00:00:17
    continuing basis for a lot of our
  • 00:00:18
    Executive Education uh at the Kennedy
  • 00:00:21
    School at the core of the idea I think
  • 00:00:24
    uh was this um idea that we had to be
  • 00:00:28
    able to talk about what the purposes of
  • 00:00:31
    um the manager in the public sector was
  • 00:00:33
    uh as well as who the manager was and
  • 00:00:35
    what instruments they had available to
  • 00:00:36
    themselves and um there was a particular
  • 00:00:39
    language for talking about that that had
  • 00:00:41
    to do with uh the efficient and
  • 00:00:43
    effective accomplishment of the mission
  • 00:00:44
    of the organization on the one hand or
  • 00:00:47
    uh the protection of the public interest
  • 00:00:49
    or um something like that and those were
  • 00:00:52
    all excellent ideas and they remain
  • 00:00:55
    important uh but there was something a
  • 00:00:57
    little bit Dynamic and entrepreneurial
  • 00:01:00
    and imaginative that was missing from
  • 00:01:02
    that concept so I remember walking down
  • 00:01:05
    the hall one day and talking to a friend
  • 00:01:07
    and I was saying well you know the
  • 00:01:08
    private sector managers have this idea
  • 00:01:09
    that what they do is produce um um value
  • 00:01:13
    for people they produce it for customers
  • 00:01:15
    they produce it for their shareholders
  • 00:01:17
    they produce it for their uh workers to
  • 00:01:19
    a a certain degree um and they're
  • 00:01:22
    constantly on the lookout then for a
  • 00:01:24
    rather open-ended idea about how to
  • 00:01:26
    create value with the assets that they
  • 00:01:28
    have entrusted to so I wonder if we um
  • 00:01:31
    asked what if we tried to bring that
  • 00:01:33
    idea into the world of the public sector
  • 00:01:36
    right and I thought so what would it
  • 00:01:37
    look like if we said uh the job of a
  • 00:01:39
    public sector executive is to find and
  • 00:01:42
    create uh opportunities to create public
  • 00:01:44
    value and that would bring into the
  • 00:01:46
    public sector than an entrepreneurial
  • 00:01:48
    idea but an entrepreneurial idea that
  • 00:01:50
    was stripped of its uh Financial basis
  • 00:01:53
    that was stripped of its uh individual
  • 00:01:56
    material success uh that was conditioned
  • 00:01:59
    by the idea that there was a public
  • 00:02:00
    value to be produced as opposed to uh a
  • 00:02:03
    mere private value um and so I think at
  • 00:02:06
    some level that became the core idea
  • 00:02:08
    that we had this concept now what turned
  • 00:02:10
    out to be interesting fairly soon though
  • 00:02:12
    then was the question of well um how
  • 00:02:15
    would we know whether we were producing
  • 00:02:17
    public value and who got to Arbiter or
  • 00:02:19
    decide the uh value of what was being
  • 00:02:21
    produced and of course we knew the
  • 00:02:23
    answer to that in the private sector
  • 00:02:24
    which was it was a for the most part an
  • 00:02:27
    individual customer deciding to spend
  • 00:02:29
    money that arbit the value of what was
  • 00:02:31
    being produced or not and what was so
  • 00:02:33
    distinctive and important about
  • 00:02:35
    operating as a manager in the government
  • 00:02:36
    world uh was that it wasn't an
  • 00:02:39
    individual uh client or uh customer that
  • 00:02:43
    um that Arbiter the value it was instead
  • 00:02:45
    a collective that through the processes
  • 00:02:48
    of representative government uh more or
  • 00:02:50
    less sloppily uh made a commitment to
  • 00:02:52
    tax and regulate themselves for the
  • 00:02:54
    purposes of producing some aggregate
  • 00:02:56
    change in the material conditions of the
  • 00:02:58
    society and so
  • 00:03:00
    that then became the idea behind the
  • 00:03:02
    idea of public value that sort of public
  • 00:03:04
    value was determined by the collective
  • 00:03:06
    not by individuals and in many respects
  • 00:03:09
    this idea then turned out to be an
  • 00:03:11
    opposition to or to some degree an
  • 00:03:13
    opposition to an idea of customer
  • 00:03:14
    oriented government uh because it wasn't
  • 00:03:17
    clear whether the customer of the
  • 00:03:19
    government was uh the client who the
  • 00:03:21
    organization interacted with um and nor
  • 00:03:25
    was it clear who the or whether it was
  • 00:03:28
    uh citizen and taxers and the
  • 00:03:31
    representatives of the society as a
  • 00:03:32
    whole that was making these decisions um
  • 00:03:35
    and I thought it was pretty clear that
  • 00:03:37
    in the end they principal arbitrary
  • 00:03:38
    value at least in the Democratic Society
  • 00:03:41
    had to be the collective uh but maybe
  • 00:03:44
    the collective was something different
  • 00:03:45
    than the simple summation of the
  • 00:03:46
    individual clients right once you
  • 00:03:48
    started going down that path you
  • 00:03:50
    realized that an important part of being
  • 00:03:51
    an affective public manager had to do
  • 00:03:53
    with uh orchestrating a coherent
  • 00:03:56
    conversation within the collective about
  • 00:03:59
    what should be produced as well as
  • 00:04:01
    trying to figure out how to produce it
  • 00:04:02
    right well once you've gotten so once
  • 00:04:04
    you've added entrepreneurship to the
  • 00:04:06
    idea that uh you were going to do
  • 00:04:08
    Innovation on behalf of improved Service
  • 00:04:10
    delivery and now you were going to be
  • 00:04:12
    engaged in uh the facilitating a
  • 00:04:15
    collective conversation about what
  • 00:04:16
    constituted public value what was
  • 00:04:18
    beginning to emerge then was a very
  • 00:04:20
    different idea about what the uh role of
  • 00:04:22
    a public sector executive would be and
  • 00:04:24
    the particular skills that would be
  • 00:04:26
    required so that's a long answer to a
  • 00:04:28
    short question I AP
Etiquetas
  • public value
  • executive education
  • public sector
  • entrepreneurship
  • collective decision-making
  • public interest
  • innovation
  • service delivery
  • managerial roles
  • value creation