Greater capabilities and capacity in:
1. International awareness:Traditional domestic policy areas will increasingly take on international dimensions, requiring government practitioners to incorporate knowledge of global trends and impacts into their decision-making processes.
For example, the heightened global competition for people, business and resources as a result of the shift in economic power means that national policy makers will need to be increasingly aware of emerging international trends and strategies.
2. Financial sophistication: As governments struggle to do more with less, they will need superior technical knowledge of financial administration and budgeting to ensure prudent fiscal management, effective long-term planning and management of outcomes-focused procurement strategies.
For example, the internationalization of capital markets – which can shape borrowing power and tax revenues – is driving many governments to strengthen and harmonize both their financial reporting alongside new reporting requirements for their firms.
3. Systems thinking: While horizontal and vertically integrated structures and cross-functional teams are one piece of the puzzle, the other is an ability for public servants to understand the systemic interactions of policies and trends. In many instances this will require cultivating partnerships between specialists and those skilled in integrated thinking.
For example, to build a regulatory framework for a disruptive technology such as 3D printing, governments will need both a detailed understanding of the technology and an ability to understand its potential societal and economic impacts.
4. Effective stakeholder engagement: With the many and varied challenges facing governments over the next two decades there will be an increasing requirement to institute more substantial and varied stakeholder engagement and management strategies. Governments will also
need to explore greater use of new media, including social media, to engage in two-way communication with a more demanding and vocal citizenry.
For example, sensitizing populations to governments’ fiscal challenges in many developed countries will be critical as governments seek to realize debt consolidation strategies.
5. Risk assessment and change management: With a large array of complex risk issues to consider and an equally demanding need for better implementation of ongoing change management activities, governments will need to prioritize higher order risk management and change management skills.
For example, the global financial crisis demonstrated (inter alia) the consequences of inadequate risk assessment in an interconnected global economy. To address the subsequent fallout, including a greater focus on provisioning strategies to better manage risks by setting aside reserves for shock events such as economic downturns or environmental disasters, governments will need strong risk management skills.
Greater capabilities and capacity in:
1. International awareness:Traditional domestic policy areas will increasingly take on international dimensions, requiring government practitioners to incorporate knowledge of global trends and impacts into their decision-making processes.
For example, the heightened global competition for people, business and resources as a result of the shift in economic power means that national policy makers will need to be increasingly aware of emerging international trends and strategies.
2. Financial sophistication: As governments struggle to do more with less, they will need superior technical knowledge of financial administration and budgeting to ensure prudent fiscal management, effective long-term planning and management of outcomes-focused procurement strategies.
For example, the internationalization of capital markets – which can shape borrowing power and tax revenues – is driving many governments to strengthen and harmonize both their financial reporting alongside new reporting requirements for their firms.
3. Systems thinking: While horizontal and vertically integrated structures and cross-functional teams are one piece of the puzzle, the other is an ability for public servants to understand the systemic interactions of policies and trends. In many instances this will require cultivating partnerships between specialists and those skilled in integrated thinking.
For example, to build a regulatory framework for a disruptive technology such as 3D printing, governments will need both a detailed understanding of the technology and an ability to understand its potential societal and economic impacts.
4. Effective stakeholder engagement: With the many and varied challenges facing governments over the next two decades there will be an increasing requirement to institute more substantial and varied stakeholder engagement and management strategies. Governments will also
need to explore greater use of new media, including social media, to engage in two-way communication with a more demanding and vocal citizenry.
For example, sensitizing populations to governments’ fiscal challenges in many developed countries will be critical as governments seek to realize debt consolidation strategies.
5. Risk assessment and change management: With a large array of complex risk issues to consider and an equally demanding need for better implementation of ongoing change management activities, governments will need to prioritize higher order risk management and change management skills.
For example, the global financial crisis demonstrated (inter alia) the consequences of inadequate risk assessment in an interconnected global economy. To address the subsequent fallout, including a greater focus on provisioning strategies to better manage risks by setting aside reserves for shock events such as economic downturns or environmental disasters, governments will need strong risk management skills.
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