Business Schools & Public Management: Creating Public Value for Economic and Social Development

1. Business Schools & Public Management: 
Creating Public Value for Economic and Social Development GBSN webinar Organizers: Manuela Brusoni and Veronica Vecchi Guest speakers: ElioBorgonovi and Luca Brusati

2. Back up Agenda (veronica + manuela) – 5 min. • GBSN Working Group on Public management lead by SDA Bocconi • Move to NEXT SLIDE • Among this working group we are designed a series of webinars and today we start with: • Prof. Borgonovi and Prof. Brusati will discuss the central role of Governmentand other public Institutions to create value for the societal development. They will explain why public management is a crucial topic for business school, expecially those working in developing countries. They will cover the following issues: • Value creation • The evolution of Public management • The centrality Public Private Partnership in the current approach to Public management as it will be shown by prof. Borgonovi • Finally, they will focus on the implication for management education

3. Back up SDA Bocconi portfolio for public sector, healthcare and not for profit Our view: relevance of public management to execute policy as a transmission belt between policies and street level -> see the following slide Our interest for this topic is dated back in Seventies and rooted in Masini academic work. From then on Bocconi University has been developing a wide offer of Education and Research programs

4. Back up POLL • WHEN BORGONOVI STARTS TO SPEAK, LISA AND PAGE HAVE TO LAUNCH THE POLL – 3 QUESTIONS • Have you experience with education programs for Governments? • In your experience, is there an explicit continuous learning demand in your Country? • Yes • It is weak • It is growing up • It is absent

5. Back up POLL 3. How is executive education for managers working within public sector in your Country? • Weak • Well structured offer of programs (master and executive programs) • Absent • Need for innovation CLOSE THE POLL AFTER 15 MINUTES

6. Government or Governments? – 5 min. (Luca) • PA is not a monolith – why it is relevant to be aware of that, especially in the management education field (BORGONOVI) • Luca can show a slide with the most important form of authorities, providing some examples • This overture could help our audience – because they come from different Countries with different Institutional framework Back up

7. Where does “public management” take place? Here Luca speaks Core central administration Agencies GOVERNMENT IS NOT A MONOLITH – BETTER TO TALK ABOUT GOVERNMENTS OR PUBLIC AUTHORITIES

8. Back up Value creation – some basics(Borgonovi + Luca) – 10 min • Value creation for businesses and for public authorities • How to create value? • How to distribute value? • How to communicate value? • Accountability – not only transparency • Value based pricing, value for taxes, value for money • LUCA (a couple of min.): Some example (referred to economic and social development, agribusiness and entrepreneurship)

9. Value creation… what, how, why? Here Borgonovi speaks

10. Creating or destroying value?The example of customs management Here Luca speaks

11. Evolution of public management (Borgonovi + Luca) – 10 min Back up • From Bureaucracy • Passing through New public management (efficiency and lean delivery) • To Network governance: public institutions are player within a wide system of relations and actors • Therefore, decision making, execution and delivery models and measurement have changed. • Decision making is often participatory (Luca’s example in a couple of minutes) • Execution relies on Public Private Partnership • Measurement of public action has evolved to cover the following items/phases: Input, Process, Output, Results and outcome LUCA – 5 min.

12. Shift from “government” towards “governance” Form a public administration transition….. Here Luca speaks

13. To a theoretical evolution Therefore, decision making, execution and delivery models and measurement have changed. Here Borgonovi speaks

14. Public management:tentative definitions • Goal-oriented configuration and steering of public sector organizations (or parts of them) • The art and science of planning, steering, coordinating and controlling public sector organizations • The management of societal resources to achieve results in the public interest

15. The changing role of public managers (1) Here Luca speaks • Stable environment, availability of resources  emphasis on compliance • definition of “ideal” behavioural patterns • tasks defined by procedural responsibilities, not outcomes • checks on compliance between procedures and actual behaviours rather than the satisfaction of needs

16. The changing role of public managers (2) Here Luca speaks • Fiscal crises (1970s onwards)  emphasis on efficiency (“NPM” / value for money) • rationalization • productivity • incentives / performance pay • cost accounting • contracting / outsourcing • indicators / targets • business process reengineering

17. The changing role of public managers (3) Here Luca speaks • Environmental complexity / unpredictability  emphasis on effectiveness • customer satisfaction • citizens’ rights • stakeholder engagement • fundraising • “triple bottom line” / corporate social responsibility • diversity management

18. This evolution requires NEW competences Here Borgonovi speaks

19. Partnership and Business Government Relations (LUCA + Borgonovi) – 5 min • Recall the network governance approach, here Borgonovi’s Diamond is presented to show the complexities of the system: • Public authorities • Businesses • Not for profit • Banks – financial institutions • Citizens • LUCA: Public Institutions should play as “director or coordinator” of the relations system, stimulating the other actors to converge towards shared goals of development. That process can take place at all institutional levels (macro, meso and micro); but the meso and micro levels play a key role, as they are in charge of the execution processes. Some examples, mainly refereed to entrepreneurship and agribusiness Back up

20. Public – Private Partnership diadem Here Borgonovi speaks

21. Governance in practice: overcapacity in the steel industry

22. Back up 2 POLL • As soon as we pass to discuss about EDUCATION a second POLL must be launched • DO YOU HAVE ANY SUGGESTIONS FOR FURTHER WEBINARS? • Public private partnership for infrastructure development • How to implement local development policies – a public management approach: discussion of some experiences across the world • Corporate Social Responsibility in management education • Other: suggestions

23. Implication for the management education – 15 min (BORGONOVI + LUCA) • LUCA - Implications for management education: for programs devoted to private sector and for those devoted to the public • To help to better know each other: mutual understanding and respect • Some example: to know the policy making process is relevant for businesses and for the public sector is relevant to know, for example, the difficulties for companies of competing in an international arena (etc…) • BORGONOVI - Messages: not adaptation of programs and competences but rethinking; skilled faculties on topics and learning methodologies • Some example: what we did in SDA Bocconi since our begin (Borgonovi) • Some international examples (LUCA, Borgonovi can says that he is just back from Vietnam where they are thinking about a program – what are their needs??) Back up

24. Here Borgonovi speaks Implications for Education

25. Lessons from our experience…. Here Borgonovi speaks + LUCA adds