Building the Enterprise - Booz Allen Hamilton

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ENTERPRISE STRATEGIES TOMAKE OUR GOVERNMENT MOREEFFICIENT AND EFFECTIVEAdopting an enterprise framework will allowour government to achieve the results thatthe American people demand and positionit to tackle the major challenges facing thenation. It also will enable government tobetter husband its resources and reduce programmaticfragmentation and overlap. To that end, we have identifiednine overarching strategies that will provide the infrastructureand impetus to take the enterprise approachto scale and ensure that it is not seen or treated as the petproject of one administration and thus become the firstvictim of the next.In proposing these strategies, the Partnership forPublic Service and Booz Allen Hamilton consulted withmore than 50 current and former public officials, businessand labor leaders and academic experts to identifythose areas in most urgent need of reform. We built onmanagement initiatives of the current and past administrationsthat are working well and should be continuedand expanded. Our recommendations largely focus onwhat can be done by the executive branch without actionby Congress, although there are legislative changesthat could improve the effectiveness of the enterprise approachand that will be needed to make improvements inthe civil service.As one former federal leader bluntly stated, “No agencycan solve a complex problem by itself anymore. We’vemoved into a new era.” The Obama administration hastaken a first step toward enterprise government by establishinga limited number of interim cross-agency prioritygoals as directed by Congress under GPRAMA. The lawrequires the administration to update these goals when itsubmits its 2015 federal budget. However, we believe theWhite House should extend the enterprise approach toa broader array of cross-agency goals, missions and administrativefunctions, and invest in the infrastructurenecessary to ensure that this approach becomes the acceptednorm.8 PARTNERSHIP FOR PUBLIC SERVICE | BOOZ ALLEN HAMILTON
STRATEGY 6Manage information technologyas a true enterprise resourceSTRATEGY 5Establish anindependent officeof evaluation toassess enterpriseperformanceSTRATEGY 2Build portfolios ofprograms alignedagainst the enterpriseplan’s goalsSTRATEGY 9Build anenterprise civilservice systemSTRATEGY 1Develop an enterprise performance planwith senior-level commitment to drivecross-agency goals and missionsSTRATEGY 7Take sharedservices toscaleSTRATEGY 4Develop careerenterprise executivesto lead cross-cuttingmissions and functionsSTRATEGY 3Designate andempower enterprisegoal leadersSTRATEGY 8Adopt an enterprise approach to theacquisition of goods and servicesBUILDING THE ENTERPRISE 9
Page 1 and 2: BUILDING THETHE ENTERPRISENine Stra
Page 3 and 4: PREFACEWhen we launched this projec
Page 5 and 6: THE CASE FOR ENTERPRISEWhen Superst
Page 7 and 8: services. Further, applying an ente
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Page 13 and 14: “The strategic enterpriseperforma
Page 16 and 17: cross-agency goal leaders have mana
Page 18 and 19: For example, it is easy to document
Page 20 and 21: agencies. Such enterprise IT servic
Page 22 and 23: STRATEGY 8ADOPT AN ENTERPRISEAPPROA
Page 24 and 25: ing principles, we would constructa
Page 27 and 28: AGENCY AND SUBAGENCY NAME OF PROGRA
Page 29 and 30: APPENDIX BCONTRIBUTORSAdmiral Thad
Page 32: 1100 New York Avenue NWSuite 200 Ea

Building the Enterprise - Booz Allen Hamilton

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