Our experience tells us that every public organization is different. Hence, we do not propose a cookie-cutter approach to change, but one that will be 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. In many cases, 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. This is why we do not write lengthy reports, hand them to public leaders, and consider our work complete.