Creating a Results-Oriented Government Culture

The corporate culture of any organization is a filter in which any transferred knowledge or contemplated change like RBM must go through. It can reject or permit change; it drives an organization and its actions and is somewhat like the operating system of the organization. Culture constitutes the spoken and unspoken rules of an organization that drive organizational behaviour and decision making- Its the enabling environment.

Successful RBM transfer to governments calls for fundamental change that goes beyond fine-tuning the status quo; it is change in the way government staff perceive, think, and behave at work. It’s about changing assumptions, philosophies and values of governments. Until changes in any transfer process sink down deeply into the culture of a organaization, which can take long, new approaches like RBM remain fragile and subject to regression
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The question is-What are the prevailing cultures in our governments? How enabling or disenabling are they to RBM application, embedment, and sustainability? How can we change create more enabling cultures.