By Melina Jajamovich*

Would anyone dare to say that “entrepreneur” and “government” are linked concepts? Probably no. The popular belief considers the government to be anything except entrepreneurial. However, could this be different?

(Good) entrepreneurs are great “teachers” as they understand we live in a complex world and… they know how to move in it! Is this obvious? No, it is not. Most organizations (and the professionals who work there) have still not acknowledge complexity, they live in (and with) the illusion of being in a predictable world. And the government is not the exception.

(I) The government   

The government deals with complexity (non-repetitive and unpredictable) on a daily basis. And even though the challenges they face change and multiply at exponential speed, their “view” and tools seem to be stagnant. This shows in the results of public management, frustrating those who are inside the government as well as those who are outside.

Let’s take a look at the situation…

A new government starts. It has a 100 days “honeymoon”, or at least that what they say. 100 days to make a diagnosis, start working and show results. This are tasks that are required to the government but, can it be done?

On a daily basis…

• Politicians and technicians are overwhelmed, working on multiple problems simultaneously, with insufficient human and economic resource. They jump from one meeting to another and often lack focus.
• Planning results in Gantts that save the illusion of having a certain context where other agents do not tip the scales. However, reality follows its own path.
• The government usually negotiates with other representatives in a zero-sum game, which everybody is used to playing. Collaborative intelligence is not a holy word in this environment yet.
• Public policies are designed in offices that are far away (both physically and spiritually) from the territory, based on untested hypothesis and not granting citizenship its voice. Consequently it is easy and expensive to make mistakes.
• The dominating political culture expects the politician and his/her technicians to solve problems. Society does not accept mistakes and therefore, these are neglected and hidden.

As we can see, these practices demand a lot of moves and provide poor results. “The honeymoon is over”.

(II) Entrepreneurs

(Good) entrepreneurs also tend to find themselves in an uncertain environment, with scarce resources and the clock ticking. But they have values and tools that let them minimize those weaknesses.

Let’s see…

• Entrepreneurs know what their purpose, their dream, is and that provides focus, focus, focus.
• Entrepreneurs know that “by the book” business plans are not a synonym for success in a changing world. And that the balance between planning and action is not positive. Therefore, they have agile plans that adapt to change and enable them to “start playing” quickly and see what may happen.
• Entrepreneurs know they cannot do it alone: they trust the power of networks, either asking for feedback or making alliances to think, test or execute their projects. In their world, professional relationships are polygamist and “co”.
• Entrepreneurs are not self-centred, they focus on other people: empathy is key and getting out of the office to test their customers’ problems, key.
• Entrepreneurs know that those who do not fail do not learn: there key is to fail quickly and cheap; their key is to learn.

As we can see, it is another point of view of the world that turns in another practice on the day to day basis. And, of course, in different results.

(III) 21st Century Formula: the Entrepreneurial Government   

The government can become an entrepreneurial government, adopting the values and tools of entrepreneurs. What do they need to achieve this?

Let’s see…

• What drives entrepreneurs is their dreams, the purpose. The government’s compass should also be a purpose. Understanding that it cannot do everything and choosing the battles to fight is vital. This shall provide focus and align teams.
• Entrepreneurs trust and believe in the power of networks. The government must adopt this “spirit” to design and execute sustainable public policies, becoming the organization that mediates, adds, and enhance different social, political and economic agents. Open innovation shall multiply its power and results.
• Entrepreneurs focus on “the other”; policymakers should also do this, exercising empathy and validating citizens’ problems… in the territory! An involved citizen enables stronger and more sustainable policies.
• Entrepreneurs mistrust the classic idea of the paper holding up to anything and nourish from agile plans. The government must be aware that strict and exhaustive plans demand too much elaboration time and become obsolete when exposed to reality. We need to migrate to agile plans that adapt and respond to change.
• Entrepreneurs are good learners. A new political culture must show that there no absolute truths nor universal recipes. Accepting mistakes is a key part of a public policy that learns and of a government that gets better.

To sum up, an entrepreneurial government, a government that adopts values and tools which belong to entrepreneurs, would be a government that:

• Has a purpose
• Builds networks
• Is focused on the citizen
• Make agile plans that respond to change
• Accepts mistakes as a proof of action and a form of improvement

The discussion is now open. Has the time come to link the concepts “government” and “entrepreneur”? Is it possible to believe in and create an entrepreneurial government?

*Melina Jajamovich is the CEO of Social Cooking. Licentiate in Political Sciences (UBA), Master in Innovation Management (ITA).

Follow her on Twitter @latodaterreno