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Demonstration · not a client result

Public-sector management and performance improvement what the deliverable looks like

The structure of the deliverable for public-sector management and performance improvement, how it is produced and how you accept it. Synthetic or permitted data only.

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DemonstrationSynthetic or permitted data

What this page isDemonstration

Practice
03 Training & capacity building
The deliverable
4 sectionsProduced in 5 stages, each with a review point
Data
Synthetic or permittedNot a client result

Demonstration of methodSynthetic or permitted data.Not a client result.

The deliverable, section by section.

What you receive, and what each part is for.

Section 01 of 04

Performance diagnostic

Where performance is lost and why.

Demonstration
Section 02 of 04

Improvement plan

Practical, prioritised and owned.

Demonstration
Section 03 of 04

Management workshops

On the plan’s key disciplines.

Demonstration
Section 04 of 04

Progress review

After an agreed period.

Demonstration

How it is produced, and accepted.

Each stage ends in something you review; acceptance is tested against criteria agreed at the start.

  1. 01

    Learning need

    Agree the institution’s mandate, targets and pain points.

    Review pointLearning needs and outcomes agreed in writing.

  2. 02

    Curriculum

    Design workshops around its real cases.

    Review pointCurriculum and materials reviewed before delivery.

  3. 03

    Practice

    Practise the management disciplines on live work.

    Review pointPractice exercises tested with a sample group.

  4. 04

    Assessment

    Assess progress against the plan.

    Review pointAssessment results shared with the sponsor.

  5. 05

    Transfer

    Hand over the plan and the review method.

    Review pointTransfer plan and materials handed over.

Documented experience.

Attributed roles behind this work, each with its source.

Source of the recordEC–UN–AUC tripartite seminar
14 April 2011EC–UN–AUC tripartite seminar, NairobiThe Professor presented the lead paper, on managerial approaches to effectiveness and efficiency in public-sector organisations with limited resources, and served as lead facilitator.
2004–2010GIMPA Consultancy Division: project and strategic managementThe Professor was a Senior Consultant at the Consultancy Division, developing modules and facilitating project- and strategic-management programmes for public and private clients, including AngloGold Ashanti.

Individual experience of our principals, before or outside GKM Strategic Advisory & AI. Not GKM contracts.

How proof is labelled

  • DemonstrationsDemonstrations use synthetic or permitted data.
  • Documented experienceDocumented experience is attributed to the organisation that held the work.
  • Measured resultsMeasured results are added only once they have been measured; none are shown yet.

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