Hence, we have proposed strategies that are built from the unique needs and operational context of the City of Columbus. Our experience also tells us that handing a report to a determined mayor and his staff rarely guarantees implementation of that report. In the private sector, CEOs may have enough power to impose their wishes on their organizations. But in the public sector, no one has enough power to impose his or her wishes, particularly when it comes to fundamental organizational change.
Power is simply too diffuse.
Politically, power is divided between the city council and the mayor, each of which must secure the support of key constituencies and interest groups. On the management front, the mayor's power is shared with managers, middle managers, supervisors, unions, and customer and constituent organizations. Each of these elements can often block change, either by overtly resisting or by covertly resisting - giving verbal support but only going through the motions when it comes time to deliver. For example, middle managers and supervisors must fully buy in to the change agenda and push it forward to make it happen. If they only mouth support, but do not put their full weight behind the change, their people will simply go through the motions.