Guest blog by Camilo Espitia, IPP ’25
Throughout this course, I’ve come to appreciate the power of taking a wholistic perspective when tackling complex problems. What initially seemed like a straightforward issue quickly revealed multiple dimensions—shaped not only by data, but by how others perceive the problem, how we present it, and how we interact with the people affected by it.
This journey has fundamentally reshaped how I think about policy design and problem-solving. One of the most transformative aspects was learning to redefine a problem by breaking it into smaller, more manageable parts. Tools like the Fishbone Diagram were instrumental—not just for our own understanding, but also as a way to help others visualize the issue. It became clear that solving policy problems isn’t only about technical fixes; it’s about building relationships, communicating effectively, and fostering shared understanding.
In fact, I found that the power of informal conversations or encounters often led to more traction than formal meetings. When people are engaged at a personal level, they open up, share more honestly, and connect more deeply with the problem at hand. Solving real policy challenges is, at its core, about connecting with people.
Delegation emerged as another critical insight. We often think of delegation as simply assigning tasks—but in practice, it requires trust, transparency, and accountability. It’s about expanding the capacity of a team by recognizing the value others bring and creating space for them to contribute meaningfully.
The problem I focused on was the lack of a reliable, accessible, and integrated mobility network in the City of Lowell. This issue goes far beyond transportation—it affects high school students trying to get to school, individuals with disabilities or health conditions who need access to care, and low-income residents seeking jobs and opportunities.
Without solving this challenge, Lowell cannot claim to be a socially just city. The ripple effects are vast: compromised educational outcomes, deepening health disparities, and limited economic growth. Addressing this challenge isn’t just a matter of urban planning—it’s about equity, inclusion, and resilience.
Through this process, I uncovered the true scale and complexity of the issue—through both data and, more importantly, conversations with others. At times, the problem felt enormous and overwhelming; at others, more manageable. The breakthrough came when I found allies—people with the data, experience, authority, or passion to tackle the problem with me. Their involvement confirmed what I suspected: the problem was real and pressing, but had layers I hadn’t even considered.
Coincidently, and in perfect timing, during this course, Lowell was designated a Frontrunner City by the Urban Economy Forum, placing us on a path of transformational urban change. As part of the team leading this initiative, I’ve had the opportunity to put mobility at the forefront of the city’s agenda—elevating the conversation to include international stakeholders and expanding the reach of our message.
One of the most profound takeaways from this course was the awareness of bias. I began this process with assumptions and preconceptions. But the structured, reflective approach of the course helped me challenge those internal narratives. It taught me to listen more than I talk, to leave assumptions at the door, and to let curiosity and openness guide my process.
Going forward, this mindset will be essential in any policy challenge I take on. It’s not about having the answers—it’s about asking the right questions, engaging the right people, and remaining humble in the face of complexity.
To those considering this path: this course was fundamental. It taught me that every big, seemingly insurmountable problem is actually a collection of smaller, more manageable issues—each of which can be addressed through analysis, empathy, and collaboration.
Policy work isn’t about heroic solutions. It’s about persistence, people, and process. And when those align, meaningful change becomes not only possible—but inevitable.
This is a blog series written by the alumni of the Implementing Public Policy Executive Education Program at the Harvard Kennedy School. 36 Participants successfully completed this 5-month hybrid program in September 2025. These are their learning journey stories.