Page 11 Continued from previous page pandemic to roll out relief programmes, set up testing sites and acute COVID-19 care units, or turn to remote service delivery. Those countries that were fast and agile succeeded in providing critical care and support when citizens needed it most. In 2025, being fast means cutting through red tape, streamlining processes, engaging technology, and empowering teams to make decisions without unnecessary delays. It’s about responding to challenges as they emerge while staying ahead of the game by anticipating future needs. What Does It Mean to Be Focused in the Public Sector? Focus is the counterbalance to speed. Focus ensures that urgency does not come at the expense of strategic priorities. Being focused means having a clear vision of what matters most and aligning resources, energy, and decisions to achieve the relevant goals. In the public sector, distractions and derailments can occur everywhere. Competing priorities, shifting political landscapes, and the vast scope of responsibility can pull senior public managers in multiple directions. Without focus, it is easy to spread resources too thinly, resulting in missed opportunities and diluted impact. Focus requires asking and answering some tough questions: What are the most pressing issues we need to address? Which initiatives will have the most significant impact on the lives of citizens? How can we ensure that every effort contributes to our vision of a transformed public sector and, ultimately, national development? When senior public managers maintain focus, they can drive meaningful, measurable, and sustainable change — even in the most complex of environments. Why Fast and Focused Together? The Grinch succeeded because he balanced speed with clarity of purpose. While his mission wasn’t noble, the principle applies: speed without focus leads to chaos and focus without appropriate speed leads to stagnation. For senior public managers, being fast and focused means responding quickly to immediate challenges while keeping long-term goals in sight. For example, a Permanent Secretary in the Ministry of Infrastructure is tasked with addressing the aftermath of a hurricane that has severely damaged roads, bridges, and community facilities. Remaining fast yet focused is critical to balancing immediate priority disaster response efforts with longterm recovery and resilience. Being fast requires quickly mobilising resources, delegating authority, engaging teamwork to keep activities moving smoothly, avoiding delays, leveraging available technology, and providing daily updates to key stakeholders. At the same time, staying focused requires prioritising resources, ensuring immediate repairs contribute to long-term goals such as climate resilience and ensuring recovery milestones are met. Another example is a Chief Executive Officer (CEO) leading the implementation of digital transformation in public services. The CEO may act fast by launching a digital portal for key services like tax filing and permit applications within a few months. To stay focused, they prioritise high-demand services and ensure the platform is userfriendly and accessible to rural communities. This approach accelerates the adoption of digital initiatives while ensuring that the transformation aligns with broader goals. Another scenario is a Permanent Secretary (PS) in the Department of Human Resource Development facing a high rate of retirements among senior managers. The PS addresses the immediate skills gap by fast-tracking recruitment, engaging competent retired staff as mentors, and upskilling existing employees through targeted training. At the same time, she implements a long-term succession planning strategy that focuses on identifying high-potential talent, offering opportunities for leadership development, and establishing clear career paths to prepare leaders of the future. This two-pronged approach not only ensures immediate continuity but also guarantees sustainable workforce development. Continues on next page
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