Page 186 - The Drucker Lectures
P. 186

Reinventing Government: The Next Phase [  167

                       the reaction also in most of the federal government, even within
                       Washington. I would hazard the guess that it was the reaction
                       of a good many of the people who are now converts and who sit
                       in this room. For them, as heads of major government activi-
                       ties, they’d felt as though they had heard all this before. In fact,
                       even when the vice president published last September the first
                       specific report, most people felt, “We have heard all of this be-
                       fore, and nothing has ever happened.” One of my friends, who is
                       pretty high up in the federal government and who for years has
                       been trying to do what you now call “reinventing government,”
                       commented to me in private, “Alas, this reads almost like the
                       Grace Report of 10 years ago, and will have similar non-results.”
                       And yet, you have had tremendous results.
                          But one thing has not changed, and it is important to realize it.
                       The country as a whole—and as far as my own totally unscientific
                       sample goes, this includes a good many of the people in the lower
                       rungs of government service—still pay little attention to what you
                       are doing. Outside of Washington, for instance, I’ve hardly seen the
                       slightest reference to it in the media. Why is that? The performance
                       is there, and it is very impressive. But why is it still not seen as an
                       achievement? I think this is a very important question because it
                       gives you a clue as to what the next stage of the work has to be.
                          If you ask me why you have been successful, the answer is
                       easy. You have been successful because you have focused on per-
                       formance. To be sure, you are stressing cost reduction, and the
                       proposals that you are now including in the 1995 budget talk
                       a great deal about getting rid of the expenditures that are no
                       longer needed. I can only say that I hope you will have better
                       luck getting these things through the Congress than any of your
                       predecessors had. And, as you know, a good many of them pro-
                       posed getting rid of exactly the same expenditures and programs,
                       which, if they ever served any purpose, surely no longer do. But
                       your main focus has been on performance—on enabling this of-
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