Though the flesh has departed, the spirit will be honoured

Guest blog written by Kagiso Maphalle

“Hello, welcome to what will be some of your most difficult, but fruitful years of your career. We look forward to your leadership…”

Those are the words I remember when I think back on the day I joined the National Heritage Council of South Africa as the Head of Core Business. I remember these specific words because they stand out as a reminder of the indeed difficult journey that has been the past two years, but also as I come to the end of the IPP program, I note the fruitfulness which was referred to on that very first day of duty. After two years shy of a decade in the academia and research consulting industries, I made the leap and joined the public service in 2018.

Was it an easy transition? Absolutely not! But on each day, I saw glimpses of small victories which reminded me why it was a worthy change in career trajectory. I still bemoan my flexible working hours and dress code, but I digress. Let me take you through a little journey of what ultimately brought me in search of a program which has not only changed my thinking, but made sense of the challenges I experienced in attempting to do things differently within the public service.

Reality Check: Kindly find attached herewith your mammoth task

As Head of Core Business, one of the units under my portfolio is called the Resistance Liberation Heritage Route. This tongue-twister of a unit is tasked with documenting the heritage of South Africa’s resistance to colonialism and the liberation struggle during the apartheid era leading up to democracy in the year 1994. In a country as diverse as South Africa, carrying the painful history and legacies of the past, documenting the contribution of the old and young alike is beautiful for documenting stories and cementing them in stone for future generations. However, the key word here is pain; the pain of loss, the pain of suffering; the pain of accepting that life as you had known it prior to a specific date etched in your memory for ever will never be your reality; pain of lives that will never be lived; pain of smiles which will never be seen; pain of dreams which will never be fulfilled; and pain of unprepared for goodbyes and so-longs. The pain of those who gave their lives so that future generations can know freedom and democracy. Many of these lives, lost in far-away countries.

It’s about the P’s

Problem Construction, Perception, Process, People and Projection

Guest blog written by Cynthia Steinhauser

Over the course of 12 months, I was pursuing my public policy executive certificate through HBS when I came across the IPP program designed by Professor Matt Andrews and his amazing cadre of peers. The timing couldn’t have been better as my organization was working on a new initiative to create a one-stop shop for innovation in development services from three previously “siloed” departments. Our team is focused on one major task – to rethink our development services program and create an integrated, efficient process that results in a positive experience for our customers. I saw this program as an opportunity to assist with this effort. 

As someone with over 25 years working in local government, I often assist in strategic planning efforts for new initiatives or to “reset” existing programs to help get them back on track. I was usually brought in because something wasn’t working and had reached some type of impasse.  It was often my belief that many failed for one primary reason, they did not have a clear path forward i.e. a solid strategic plan. All it would take was the right person to shepherd them through a process to develop a plan that had a clear vision, mission, goals, objectives, assigned tasks, identified resources and a well-defined timeline. Once a plan was in place to hold people accountable, all would be good. While I have many examples of success using this approach, there are also examples of failures. However, when you work in the public eye, you don’t like to talk about “failures” because on face value they seem just that – a failure that taught us nothing and did so at the expense of taxpayers.  However, as PDIA (Problem Driven Iterative Adaptation) has taught us, this could not be further from the truth. In fact, I believe that is exactly where PDIA can be most useful and have some of the greatest impact (but that is for another blog). This blog is about my entire IPP learning journey.

Improving Nutritional Outcomes in India

Guest blog written by Saachi Bhalla

When I applied for the IPP online course, I was hoping to help strengthen my understanding and capacity for policy analysis and to spend dedicated time in identifying ways of making progress on complex public policy issues. I was particularly interested in engaging with ways of identify formal and informal power relationships and processes which can lead to strong policy implementation and action by policy makers.

In particular, I was keen to explore how to build on the capability-accountability of state and non-state actors and how to shape processes for convergent action across ministries to impact nutrition outcomes in India. 

The course’s approach of teaching theory combined with the space to work on applying theory to one’s own implementation challenge is what was particularly attractive. 

My biggest learnings from the course include:

• Understand the problem: define, redefine, and unpack the problem. The approach of constructing and deconstructing the problem, drilling down till you are really identifying the root causes and what are the smaller pieces that constitute the root causes. Asking the five whys and drawing up the fishbone has been such an enriching process. I find that I am using the fishbone diagram as an approach in much of my work now, beyond the policy challenge I have been working on through this course. 
• Understand the change space: related to the learnings from constructing and deconstructing the problem and drawing up a fishbone, I find that understanding the change space is critical. The 3 As – acceptance, authority, and ability – helped in understanding what is critical to be able to act on policy challenges, but even more importantly, it helped me in identifying where to start. This has possibly been the most important learning for me from the course. I’ve learnt from colleagues at work about the concept of relentless incrementalism but have always questioned about where to start. This framework and analysis of change space has helped me with a tool to be able to answer the question. 
• Practice leadership: this course has provided some rich resources and the reflective questions within modules have helped me think about myself as a leader, reflect on what constitutes leadership, and how to practice those skills. The multi agent leadership model made me think about how the same person could play the role of a leader and a follower simultaneously. Being cognizant of what role you play where, who are the others involved, and what role could they be playing, can help in building allies and recognizing when more efforts may be required to bring critical stakeholders along.
• Learning as critical to success: the idea of short feedback loops and actively learning what, how, and why has been at the back of my mind for long. This course has helped me in articulating it better and defining a process through which this can be practiced. 
• Importance of a collective voice: aligning on vision, engaging with legitimate sources of knowledge, understanding what we are projecting are important for success. Having a collective voice helps in building traction for a narrative and support for the aspects of the policy challenge we are trying to address. 

My implementation challenge relates to improving nutrition outcomes in India. My problem definition was that Malnutrition remains a rampant problem in India despite evidence- based policies to address it. The major causes to this relate to poor multi sectoral governance, program design not allowing attention to be paid to address the causes of malnutrition, public finance management systems which limit effective spending on nutrition, and information asymmetry and social/gender norms impacting both govt leadership as well as community behaviours. 

Applications for our Implementing Public Policy (online) Program are Open!

written by Salimah Samji

Are you a public policymaker frustrated with the limited impact of your government’s policies? Do you see many policy ideas starting out with promise but ending up incomplete or ineffectively implemented? Are you trying to improve implementation? If so, you are not alone.

Join with peers from around the globe for a dynamic, highly engaging online-only version of Implementing Public Policy (IPP). Led by faculty chair Matt Andrews, participants will learn the skills to analyze policies as well as the field-tested tools and tactics to successfully implement them. In an action-learning environment, including peer engagement and application to your work with the support of faculty, participants will have time to work on their implementation challenge, apply their learning to their own context, reflect on their experiences, share and learn, and become part of a global community of practice.

In 2020, we pivoted IPP to 25-weeks online. 140 participants from 45 countries successfully completed this program. 

“The IPP course was one of the best educational experiences I have ever had in my over 25 years of local government and non-profit work!”

“The study material in both audio-visual and text format were excellent. The combination of live sessions, peer group sessions, and the assignments, ensured that while one learnt, one also got to share experiences and learning.”

The participants wrote blogs about their learning journey which you can find here. 

Reflections on the Importance of Community: A Message from our IPP Moderators

Guest blog written by Doran Moreland

We live in complicated times occupied with strident partisanship, disinformation, social division, endless cyber distractions, and work and family interactions that are consigned to computer screens. Taking all these factors into account, the idea of forming and maintaining a community is in itself a radical act.  Nearly two years ago, I enrolled in the HKS Implementing Public Policy Program to learn new skills to advance my career.  Always eager to learn, my expectations were centered on professional development.  This was to be an academic pursuit, not a social one.  Although the course delivered academically, what I did not consider were the gifts of friendship, mentorship and candor I would receive from the 2019 IPP cohort.

With thousands of miles separating many of us, with myriad careers, roles and forms of government represented within our group, the word community seems an unlikely fit.  But that is precisely what I’ve found.  Connection, support, reinforcement, empowerment, these are the qualities of healthy communities that completely reflect the spirit of the hardworking and endlessly optimistic cohort that I am a part of.  Within my cohort in the past two years, I’ve witnessed job promotions, weddings, the loss of loved ones and needed voices of support during uncertain periods.

I too have experienced many changes by starting a new career and job during the global pandemic. I have yet to meet my co-workers in person, or see the office that I’ll work from someday.  Needless to say, the IPP community has been a constant for me, providing professional insights, laughs, and a sounding-board for wild ideas that turn out to be quite doable with the appropriate tools, attitude and support.  If I have learned anything over the past two years, it is that anything long-lasting should never be done alone.  Although each week presents new challenges, they are not insurmountable when you remember you are supported by many who are rooting for your success. 

Together for a better Business Climate in Morocco

Guest blog written by Thami El Maaroufi

By attending the IPP course with Harvard Kennedy School, my main objective was to learn how to improve our approach in designing, developing, and implementing a public policy efficiently, using high standards, the best practices, and innovations. 

Attending this course with peers from all over the world was also for me a great opportunity to learn from them about their experiences, challenges, success stories and failures in implementing public policy. Learning from participants was an interesting part of this journey. 

As the general coordinator of the national Committee for business environment in Morocco, and given my role and functions within this Committee, it is important for me to continuously develop my skills and knowledge; to be up to date on how to motivate and keep on board authorizers and stakeholders, to identify pain points and most importantly issues to address. It is also equally important for me to continuously learn how to effectively lead multidisciplinary teams, oversee the implementation of reforms, and ensure proper monitoring and performance evaluation. In this regard, the IPP course has been very useful for me and has enabled me to develop astute skills in addressing more effectively the design and implementation of public policies.

Our national Committee, chaired by the Head of Government, has ten years of experience in public-private dialogue to identify, on a regular basis, the main constraints faced by entrepreneurs and foreign investors in the country. The Committee is also seen as a delivery unit for the implementation of cross-department’s reforms.

Due to the successful implementation of multiple reforms, Morocco has improved its ranking in the Doing Business report published by the World Bank Group, moving from the 128^th position in 2010 to the 53^rd position in 2020.

But beyond this international ranking, the Kingdom needs to create a more conducive environment with less constraints and difficulties for firms to enter markets, create wealth, grow and export.  

I was confident that this course would provide me with more skills, tools, and tactics to successfully contribute to one of the most important projects we are currently working on in our country, namely the design and implementation of the national strategy to improve the business environment. 

Caring for a Community of Practice

written by Anisha Poobalan

Communities of Practice come in all shapes and sizes. But no matter how large, how diverse, how global, as the name suggests the key word here is community. The Implementing Public Policy Community of Practice (IPP CoP) was formed in December 2019. It surprises me every time I think about this; it does not feel like it has just been a little over a year. In fact, I feel like I have known this community forever. 

We have become a global family over the past year sharing exciting news like promotions, marriage, births, but we have also grieved together over lost family members, neighborhood attacks, job loss, and so much more. So why do we share these big moments with people we spent one week with (class of 2019) or have never even met in real life (class of 2020)?

A family member recently said something that stuck with me: “It is not about the carrot or the stick, but rather about the heart”. This describes the IPP Community of Practice in a nutshell. We have repeatedly brainstormed and discussed ways to engage members or incentivize them to join sessions, but ultimately, those who genuinely care for others in this community show up.

Now that you have a sense of what type of Community of Practice we are creating, here are a few of my reflections after managing this group for the past year.

• Adapt through every season

From the moderators to current affairs to the age of the CoP, there are many factors that affect the season of a CoP’s life. The IPP CoP was founded in December 2019. Four moderators from four different regions were appointed to lead and care for this budding community. It was an exciting time of experimenting, learning, and adapting. We were all relatively new to this and were determined to build a strong foundation. In July 2020, it was time to transition over to the next group of moderators. By this time COVID had taken the world by storm and life seemed to be this uncomfortable combination of change, anxiety, isolation, and impending loss. I felt it, the moderators felt it, the community at large felt it. Zoom fatigue was a concept we became familiar with very quickly, so engaging a Community of Practice that operates purely online was challenging to say the least. However, amidst their own personal and professional struggles, our set of moderators took on the challenge and were determined to serve their community by creating a space of positivity, comfort, and encouragement for everyone else.

Last December, we had a group of 140 alumni from the Implementing Public Policy program join the community. It has been a learning process for our moderators as they work together to merge the two groups while also maintaining the tight-knit relationships that exist within each cohort. We have had to rely more on supportive members to take the lead on community events and initiatives. This is a work in progress and will continue to be so with each new phase the CoP enters. The ability to adapt, be flexible, and support each other through every stage is so important for our moderators and community members alike.

Building a Movement of Public Problem Solvers

written by Salimah Samji

Solving public problems is a hard and thankless job. One that is undertaken with a shortage of time as well as resources, and often under pressure to deliver results. A common approach used to solve public problems is to develop a plan, sometimes with experts, and then to assume that implementation will happen on autopilot. To quote Mike Tyson, “Everyone has a plan ’till they get punched in the mouth.” The question is, what do you do after you get punched? Continue with your existing plan? Or do you learn from the punch? 

In the face of complex and interconnected public problems, approaches like plan and control often fail to provide results. We believe that flexible approaches which focus on problems, follow an iterative process, and allow for learning and adaptation are better suited. While public problem solvers agree, they often lack the know-how and tools to use alternative methods to plan and control. In addition to these capabilities, public problem solvers also find themselves feeling lonely and isolated. As Kirsten Wyatt, co-founder of Engaging Local Government Leaders (ELGL) said in a recent podcast, “everyone is not lucky enough to be married to a bureaucrat.”

Our experience in training development practitioners and working directly with governments around the world, has taught us that action learning is crucial for building the muscle memory of solving complex problems: the only way to learn is by doing. We have learned that you cannot solve these problems alone – you need a team. However, working collaboratively is neither obvious nor innate. It is yet another muscle that needs to be built. You also need to engage with diverse stakeholders and constantly navigate difficult conversations which requires particular skills.  

Putting our learning into practice

Drawing from our experience, BSC designed Harvard Kennedy School’s first blended learning Executive Education Program Implementing Public Policy (IPP), in 2019. The objective of this 7-month program was to equip public problem solvers around the world, with the skills, tools, and strategies needed to successfully implement policies and programs. Participants were required to identify an implementation problem that they could work on resolving over the period of the program. The program was divided into four phases:

Phase 1: Online preparatory work. (May 2019). In this phase, participants completed two online modules that helped them reflect on their problem and to think about public policy success and failure. 

Phase 2: Learning the theory in the classroom. (June 2019). In this phase, participants explored the conditions under which different implementation methods like plan and control, adaptive management or agile, and facilitated emergence or PDIA, should be used. They also learned how to work collaboratively in teams, how to engage in difficult conversations, as well as, leadership, and management skills. The faculty included: Matt Andrews, David Eaves, Monica Higgins, Salimah Samji and Rob Wilkinson. We also invited Ganga Palakatiya and Alieu Nyei, whom we had worked with in Sri Lanka and Liberia, to share their experience trying to operationalize PDIA in their governments. Anisha Poobalan, who had worked with us in Sri Lanka as a PDIA coach, and had led our efforts to help build a community with the alumni of our PDIA online course, joined us to support the program participants in the action learning phase. 

Phase 3: Action learning in practice. (July – November 2019). In this phase, participants returned to their countries to apply the new tools and strategies they had learned to their implementation problems. They built teams, worked on self-study online modules, completed assignments and attended virtual peer learning group meetings every month.

Formin’ Normin’ and Stormin’ – My IPP Journey Through Pandemics and Hurricanes in Louisiana

Guest blog written by Liana Elliott

When I began this executive education course – in the middle of a pandemic, while still recovering from a cyberattack – I was expecting to get some dry, Harvard-y lectures and maybe some good business-speak tools, and join the network of HKS practitioners around the world. 

I was NOT expecting to work my ass off for 6 months. I did NOT expect to try and tackle one of the most insidious problems of New Orleans’s economy – again in the middle of a pandemic, cyberattack, and now fiscal crisis – and I did NOT expect to actually get traction or buy-in from any of my non-wonky colleagues. 

I expected a refresher course to revisit the basics of public policy that I learned in graduate school, now fading from muscle memory as the pace of life quickens, the stakes rise, and the crises compound. What I received from this course was intellectually stimulating, thought provoking, and practical policy support – but I also received professional coaching, therapy, a support group, and a whole new vocabulary and perspective on how I approach my work. 

The work that I do is invisible, it doesn’t have a photo op or ribbon cutting at the end. Since no one really knows what I do, it feels like my efforts are inconsequential and unimportant. I was feeling frustrated at work – I was FULL of great ideas, processes, and policies but they always seemed to get stuck on paper, and I felt like I was failing to ever get anything launched that could survive beyond my own massive investment of time, energy, and focus. I felt my colleagues become similarly frustrated with yet another “good idea” they would get roped into, and nothing would come of it after a few weeks or months. Other colleagues seemed to breeze through projects, make things happen with the wave of some magic wand that I just didn’t have. I attributed this to my own deficits as a leader and policymaker, and I wanted to do better – for myself, but more importantly for the people of New Orleans. 

The Universe of Complexity

Within the first readings, the distinction was drawn between the complex and the complicated – a fundamental difference that is often confused, or too mind-boggling to face. This completely changed my perspective. I recognized that my universe is one of complexity and the vast universe of unknowns.

The colleagues that I was comparing myself to aren’t smarter or more effective than I am, they just work with things that are complicated. I don’t know how to build drainage infrastructure projects, administer billions of dollars in FEMA money, or set up an emergency shelter in 2 hours. I could probably figure it out, but that’s not what my job is. And I am incredibly grateful for my colleagues that keep those roads getting built and those dollars getting spent, because I don’t think I would be happy in that role. Instead, my universe is everything else that’s too nebulous or too massive for anyone to tackle. I don’t know where I am going or what I am doing, and that’s actually a strength – I’m comfortable wandering into the mist of a policy fog. If I knew where I was going, this would be just complicated and I would be bored and unfulfilled. I accepted that I don’t know what I’m doing – not succumbing to imposter syndrome – but taking ownership of the inherent vast lack of clarity or direction.

Reflecting on the Growth of Agriculture in Albania

Guest blog written by Lorena Pullumbi

The Leading Economic Growth course has been an absolutely inspiring intellectual journey for me. Having taken place during unprecedented times and mostly under lockdown, it was a unique opportunity to truly reflect on key principles of economic growth while using that toolset to better understand the unfolding of policy choices and drivers of economic growth for my own country (as a policy professional working for the administration, you don’t always get that chance often). The world class academic excellence was a major driving force that triggered my intellectual curiosity and led me to deepen the involvement with course material and do further research, whereas the way the on-­‐line learning platform was designed made the course a delightful experience that I was looking forward to, every time I switched back from my day job.