Written by Geoff Mulgan, a former head of policy for the UK prime minister, and advisor to governments round the world, this book is about how government's strategies take shape, and how money, people, technology, and public commitment can be mobilized to achieve important goals. It considers the common mistakes made, and how these can be avoided.
Written by Geoff Mulgan, a former head of policy for the UK prime minister, and advisor to governments round the world, this book is about how government's strategies take shape, and how money, people, technology, and public commitment can be mobilized to achieve important goals. It considers the common mistakes made, and how these can be avoided.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Geoff Mulgan CBE is director of the Young Foundation, an organization specialising in social innovation that in the past helped give birth to organizations such as the Open University and Which. He has held various roles in government in the UK, including director of the government's Strategy Unit and head of policy in the Prime Minister's office. He has lectured and advised governments in countries all over the world, from China and the USA to Australia and India. He is a visiting professor at LSE, UCL, and Melbourne University. His most recent book is Good and Bad Power: The Ideals and Betrayals of Government (Allen Lane, 2006). He is on the editorial board of Political Quarterly; a trustee of the Work Foundation and the Design Council; chair of Involve and of the Carnegie Inquiry into the Future of Civil Society in the UK and Ireland.
Inhaltsangabe
1: Introduction: From Tangled Knots to Virtuous Circles Part I 2: What is Public Strategy? 3: Public Action: The Dynamics of Supply and Demand 4: A Framework for Adaptive Strategy Part II 5: Locating Strategy: Structures, Processes, and Cultures 6: Knowledge: How Can Governments Know Enough to Govern? 7: Implementation: Moving from Words to Action 8: Positive Risks: Taking Innovation in the Public Sector Seriously 9: Negative Risks: Strategies for Resilience 10: Joined-up Government 11: Changing Minds and Behaviour 12: Trust: How to Win it and Lose it 13: Metrics: Measuring Social and Public Value 14: Persistent Leadership Part III 15: Separating the Urgent and the Important: Strategy as a Public Good
1: Introduction: From Tangled Knots to Virtuous Circles Part I 2: What is Public Strategy? 3: Public Action: The Dynamics of Supply and Demand 4: A Framework for Adaptive Strategy Part II 5: Locating Strategy: Structures, Processes, and Cultures 6: Knowledge: How Can Governments Know Enough to Govern? 7: Implementation: Moving from Words to Action 8: Positive Risks: Taking Innovation in the Public Sector Seriously 9: Negative Risks: Strategies for Resilience 10: Joined-up Government 11: Changing Minds and Behaviour 12: Trust: How to Win it and Lose it 13: Metrics: Measuring Social and Public Value 14: Persistent Leadership Part III 15: Separating the Urgent and the Important: Strategy as a Public Good
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