leading innovation in government-[2011.03.10]
TRANSCRIPT
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lead
ing
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eXaMPleS OF innOVaTiOn in gOVeRnMenT
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INNOVATION LEADERSHIP
n.Thpriouliigiromhrimprompioiior
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INNOVATIONn.Thprooimproigpigorlopigprouymorriolirbrrul
create value for people
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The nations economic woes have orced organizationsboth private and publicto
do more with ewer resources. But how can you make cuts without impacting the
product or services you deliver to the American people? You cantunless you also
nd innovative ways o doing business.
For government, innovation poses unique challenges, largely because ederal
agencies are designed to perorm reliably, not to adapt to changing circumstances.
Even master innovators like Steve Jobs o Apple and Mark Zuckerberg o Facebook
would be tested in the complex environment government presents.
In our rst report o this seriesInnovation in Governmentwe identied our unique
barriers to ederal innovation: the absence o a process to introduce and grow
new ideas; gaps in communication and ever-shiting priorities; lack o unding to
experiment; and a system that rewards the status quo. We then outlined the process,
principals and inrastructure needed to support innovation in government.
However, in our work with ederal employees across government, we regularly
observe a set o ederal leaders who oster innovation in spite o the barriers. In this
report, the Partnership or Public Service and Hay Group set out to understand what
these leaders have in common that allow them to build climates o innovation and
deliver results when others have stalled.
Our analysis revealed that these leaderswho dier in background, discipline and
challengesreuse to be stopped by the obstacles put in their path. They also share a
varied combination o nine attributesvalues, motivations and associated behaviors
that allow them to cultivate innovation in government.
We discovered committed civil servantspatriotic stewards who understand how to
overcome hurdles, shape and articulate a vision, and create a path and environment
or accomplishing it. These individuals are condent, high-achievers in their own
right who have succeeded by leveraging relationships, collaborating with others and
working through their careully composed teams.
INTRODUCTION
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Through dynamic leadershipthe most important ingredient or innovationwe
ound individuals creating environments where their teams have the exibility,
responsibility and clarity necessary to achieve desired results. Perhaps most
important, these leaders see among their highest calling the teaching and mentoring
o other dedicated civil servants whose passion will be devoted to improving
government and helping the American people or years to come.
Even though they may not come by them naturally, most ederal leaders can develop
these attributes through time and hard work. To this end, we believe ederal agencies
should:
Help current and emerging leaders develop the attributes that oster innovation;
Select the next generation o career senior executives by evaluating them against
these attributes;
Fill managerial positions with candidates who demonstrate these attributes at the
highest levels; and
Use these attributes to shape the management styles and behaviors o current
executives to more eectively drive perormance and service to the American
people.
In his January 2011 State o the Union address, President Obama called or rebuilding
peoples aith in the institution o government and creating a competent 21st
century government that lives within its means, osters innovation and helps improve
Americas economic global competitiveness.
Achieving these goals will mean identiying and developing a new generation o
government leadersresilient, creative and results-oriented individuals who can
drive change both through small but meaningul shits in government processes and
policies, and through mega-sized transormations.
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The leaders best equipped to steer our nation embody a set o attributes:
They are resilient. They arent seriously impeded by structural, procedural,
cultural or political barriers. And when they do encounter resistance, they dont
give up.
They are visionary, sel-aware and constantly broadening their perspective.
They understand and know how to navigate through and around their
organizations structure, culture and politics. They also understand and respect
the roles, boundaries and agendas o other governmental organizations.
They purposeully leverage networks and relationships, and use complex
inuencing skills to collaborate across organizational boundaries.
They build strong, diverse teams through their leadership, creating a sense o
purpose, ostering a climate that acilitates innovation and developing others as
an essential part o their job.
Attributes o innovation leaders
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Are these attributes dierent rom those exhibited by outstanding leaders in the
private sector? On the surace, not really. We ound that innovation leaders
regardless o sectordemonstrate many o the same behaviors. The dierence rests
with the unique environment and structures in which ederal innovation leaders must
leverage these values and behaviors.
Federal innovation leaders stand out rom their private-sector counterparts because
o their ability to drive innovation despite complex processes, competing agendas,
deep hierarchies and static cultures that can stie even the most insignicant
collaboration and risk-takinglet alone real innovation.
While respecting the system in which they operate, ederal innovation leaders arent
araid to go against the grain o typical ederal practice. They maintain a laser-like
ocus on doing what they believe is right or their country and manage to accomplish
results or the American people even when the odds are against them.
This passionate ocus and commitment to the greater good is also seen in nonprot
organizations. But not surprisingly, it is less common in the or-prot sector, which
emphasizes nancial perormance.
The public-sector leaders we interviewed continue managing their people well and
push innovative perormance even in unsupportive ederal environments because
they are committed to the best interests o the nation.
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LEADING PEOPLE AND TEAMS LEADING ACROSS BOUNDARIES
Teacher/Mentor Relationship Builder
NavigatorTeam Leader
Team Builder Collaborator
Patriotic Steward
Visionary
Self-aware Learner
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We have created a ramework containing nine attributes or innovation leaders in
the ederal government. Three o these, Visionary, Patriotic Steward and Sel-aware
Learner, orm the core o the ramework. Three others ocus on leading teams and
individuals, while the nal three ocus on leading across organizational boundaries.
Our research shows that these nine attributes shape the approach orstyles o
innovation leaders, which in turn create environments or climates that oster
innovation in the workplace.
For simplicity, we have labeled each attribute with a short behavioral descriptor,
such as Navigator or Visionary. To understand the true meaning o these attributes,
however, you must go beyond the labels and look at the behaviors and actions that
each entails. The ollowing pages provide a brie denition o each attribute with
our corresponding levels or stages o behavior that range rom the simple to the
sophisticated.
No leader can expect to consistently demonstrate all nine attributes or needs to
possess them at the most sophisticated levels. The key to ostering greater innovation
in government is leadership developmentdetermining an individuals current
attributes and building on those to broaden his or her abilities and approach. The
attributes we describe can be learned over time i an individual has the desire and
commitment, and i provided with the necessary coaching and eedback.
Research has shown that developing even a single new attribute, or taking a current
one up to another level, can have a signicant impact on an individuals leadership
abilities and the climate he or she creates. Better leadership creates the potential or
increased innovation in government, ultimately improving the perormance o ederal
agencies.
A ramework orinnovation leadership
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FIRST LEVEL
Is committed to patriotic mission
Displays a strong commitment to patriotic
mission and purpose; understands what
one is doing and why.
SECOND LEVEL
Does what is right
Follows a clear set o priorities,
understanding how day-to-day tasks link
to a larger purpose, such as protecting
soldiers, people and country.
THIRD LEVEL
Goes the extra mie
Seeks to promote airness, justice and
ethical behavior in the ace o obstacles
and adversity; exhibits persistence and
resilience.
FOURTH LEVEL
Takes signicant risk
Willing to jeopardize career and possiblypersonal saety because o a clear sense
o how actions will contribute to the public
good and national well-being.
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Developed a state-o-the-art medicalevacuation kit to provide lie-savingtreatment and emergency transportationto soldiers in Iraq and Aghanistanseverely wounded by roadside bombs.
Patriotic Steward
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FIRST LEVEL
Makes accurate se-assessments
Understands personal strengths and
limitations; has an accurate sense o sel.
SECOND LEVELContinuous strives to improve through
outreach and se-assessment
Actively pursues sel-improvement not
just or onesel, but toward the service o
ullling the mission.
THIRD LEVEL
Broadens ones perspective
Proactively and continually developssel by learning and developing new
relationships and broader insights.
FOURTH LEVEL
Pushes persona imits
Takes on challenges and risks to push
the limits o personal abilities; seeks out
challenges as opportunities or growth.
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Led a multi-sector initiative thatprovided U.S. manuacturing companieswith training, tools and connections toaccelerate, innovate and develop new
opportunities in domestic and exportmarkets.
Self-aware Learner
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Relationship Builder
Team Leader
Navigator
Visionary
Patriotic Steward
Jefrey Baker
Jerey Baker successully reocused the mission and operations o the National Renewable
Energy Laboratory, helping uel American innovation in the eld o alternative energy. Jesbig picture mindset and public-private sector know-how led to the design and construction o
the worlds largest net-zero energy ofce building, a structure that creates as much or more
energy in-house as it uses and that was built or the same cost as a traditional building.
As director o the Energy Departments Ofce o Laboratory Operations in Golden, Colorado,
Je set out to change the rules o the gameto redene the role o the National Renewable
Energy Laboratory that he oversees and create an entity that unites government policy, the
private-sector marketplace and technology development in seamless collaboration.
In order to make this vision a reality, Je built careul alliances with the labs multiple users andprogram leaders. He worked closely with these stakeholders to develop a radically new set o
goals and incorporated those goals into requirements or the private contractor that operates
the laboratory or the government.
The new ocus allowed Je, his team and the laboratory to choose rom a number o creative
proposals involving cutting-edge research, and to collaborate with private-sector companies
to turn these new technologies into commercially viable products. Some o these eorts have
included wind arm development, expanded use o solar technology and the use o natural
window light to illuminate and heat indoor spaces.
Je is condent that, even in the absence o a comprehensive national renewable energy
policy, his team can raise the national dialogue on energy issuesan eect that has already led
to substantive progress in energy practices across the country.
Collaborator
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FIRST LEVEL
Understands current state
in order to cari vision
Frames tasks within a larger context;
draws connections to other stakeholders
and the American public.
SECOND LEVEL
Renes the vision
Envisions how the current situation could
be improved or the common good.
THIRD LEVEL
Evauates the vision
Conducts an analysis o the resourcesrequired to achieve a goal and the
potential impact o its successul
completion.
FOURTH LEVEL
Envisions and denes the path orward
Strategically charts out a plan or
achieving an overarching goal; identiesresources, anticipates obstacles, engages
others and exhibits enthusiasm in the ace
o challenges.
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FIRST LEVEL
Understands the sstem
Understands the rules; accomplishes
simple to moderately complex goals
within current standard operating systems.
SECOND LEVEL
Works around the sstem
Takes initiative within existing system, and
knows when it is appropriate to disregard
standard operating procedures.
THIRD LEVEL
Overcomes imitations o the sstem
Pushes the limits when necessary to workaround systemic barriers.
FOURTH LEVEL
Redenes or changes the sstem
Changes or reorms unofcial practices
or interpretations o the rules to allow
greater latitude and to achieve innovative
results; changes are likely to last.
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GormAoubiliyOProvided authoritative advice andanalysis to Congress and the generalpublic to improve the quality o healthcare in America.
Navigator
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FIRST LEVEL
Buids a oundation o trust
Builds rapport and trust by getting
to know the person and the relevant
issues; demonstrates own credibility and
trustworthiness.
SECOND LEVEL
Taiors the response to address
stakehoder needs
Invests in understanding stakeholder
concerns and ormulates an approach that
specically addresses them.
THIRD LEVEL
Uses customized indirect infuence
Engages third parties and outside
inormation; where prudent, leverages
related, but not obvious, connections.
FOURTH LEVEL
Deveops compex infuencing strategies
Synthesizes deep observations, multipleinterests and cultural variants; builds
alliances and coalitions to move innovation
orward.
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Led the plan to restore the FloridaEverglades, a multibillion dollar projectthrough which the Army Corps o
Engineers, working with the State oFlorida and other ederal agencies, wouldprotect this cherished ecosystem.
Relationship Builder
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Nicole Nelson-Jean
As a young ofcial at the Department o Energy, Nicole Nelson-Jean brokered a U.S.-Russiaagreement that enhanced the security o vulnerable Russian nuclear materials and weapons.
Her work also led to the creation o a service and training center in Russia to ensure continued
protection o the nuclear materials.
In her role as lead negotiator, Nicole approached talks between the U.S. and Russia as a win-
win situation, one in which an agreement would be mutually benecial to both nations. She
studied the multi-agency objectives on the U.S. side and took a human interest in her oreign
partners, getting to know them personally and actively listening to their views and concerns.
At Nicoles urging, U.S. and Russian ofcials met ace-to-ace or the rst time in two years.
Working closely with a translator, Nicole was able to clariy misunderstandings and ensureproper communication within the linguistically-divided group.
Paying close attention to cultural sensitivities and engaging decision-makers rom both
nations, Nicole turned a discussion that was lost in translation into a peaceul accord to protect
nuclear materials rom misuse.
Agreement in hand, Nicole was just as strategic in leading the construction o the training
and service acility. Ater careully selecting a diverse team o experts drawn rom national
laboratories, agency contacts and the eld, she worked closely with Russian contractors and
the military to plan or the acilitys logistical operations and to streamline its business model.All the while, Nicole kept her eye on the ultimate goal o ushering in a higher level o
sustainable, international, nuclear security.
Relationship Builder
Collaborator
Team Builder
Team Leader
Navigator
Visionary
Patriotic Steward
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Collaborator
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FIRST LEVEL
Vaues coaboration and reationships
Trusts, respects and holds a positive
attitude towards colleagues and
stakeholders.
SECOND LEVEL
Modes coaborative behavior
Willingly and openly shares inormation
and responds generously to requests.
THIRD LEVEL
Partners interna
Works within team and related inter-
agency groups to accomplish objectives.
FOURTH LEVEL
Partners externa
Works integrally with people across
government and across sectors to
align missions and accomplish a shared
strategic goal.
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Team Leader
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USDprmoVrAirDeveloped and led an initiative to reducelie-threatening, hospital-acquiredinections by 60 percenta process thathas been replicated at all 153 hospitalsrun by the Department o Veterans
Afairs and at other hospitals acrossAmerica and parts o the world.
FIRST LEVEL
Communicates team purpose
Provides meaningul direction or the
team; aligns tasks and goals to the
broader mission.
SECOND LEVEL
Soicits team needs and ideas
Continuously evaluates the available skills,
personalities and resources relative to
what is required to achieve the mission.
THIRD LEVEL
Proactive supports the team
Fills any skill or resource gaps so that theteam is able to perorm optimally and
achieve its goals.
FOURTH LEVEL
Fosters an innovative team environment
Uses multiple leadership styles and
techniques to acilitate collaboration
and improve team perormance; keepsperormance objectives aligned with
mission objectives.
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Teacher/Mentor
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Invented sensor systems that diagnoseinectious diseases in developingcountries and that, monitor the air orbio-threat agents and support clean-up
eforts at Superund sites.
FIRST LEVEL
Gives advice and guidance
Provides constructive eedback and
guidance to others on how to successully
accomplish immediate tasks.
SECOND LEVEL
Encourages others to grow and deveop
Focuses on the personal and proessional
growth o others by encouraging people
to stretch beyond their typical level o
perormance.
THIRD LEVEL
Creates opportunities and chaenges
Builds a learning environment where
the team can explore and test ideas;
challenges and pushes others to stretch
beyond their current capabilities.
FOURTH LEVEL
Buids deep and ong-asting mentoring
reationshipsFosters openness and trust; advocates
and sponsors individuals and teams over a
long-term period o time.
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Relationship Builder
Team Leader
Visionary
Patriotic Steward
Alred League
Al League is the ultimate team player and team leader. Just a week and a hal ater he receivedan urgent request or help rom the armed services in Iraq and Aghanistan, he was able to
deliver the rst o many installments o an innovative sotware package that provided satellite
views o the battleeld to help military personnel make inormed decisions and save lives.
Neither Al nor his sta at the National Imagery and Mapping Agency knew exactly how to
produce such computer sotware when the request came in, but this was o minimal concern.
Although outside o his groups normal purview, Al was eager to take on the project. He elt
both a duty to contribute to the larger mission o protecting people and country and, based on
his knowledge o current technology and past projects, he had condence that he could help.
Gathering everyone around the lunch table, Al presented his team with the task and
background. The team was assembled rom across the organization and had a wide-range o
experience. Sandwiches in hand, their ideas started to y.
Connections were quickly made to private-sector companies that had technology with the
potential to be part o a solution. When promising sotware was discovered, Al ew out to
meet the owners and personally ask or their partnership. Al and his team quickly adopted the
technology or military use, and over time made continual renements. The technology that
Al so quickly deployed oers the military crisp, real-time photographs o the battleeld taken
rom satellites and provides essential intelligence inormation that can be viewed on laptopcomputers by military personnel in the eld. This technology has been adapted or widespread
civilian use, allowing individuals to easily use their home computers to look at satellite photos
o buildings, neighborhoods and communities.
Team Builder
Self-aware Learner
Teacher/Mentor
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Team Builder
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FIRST LEVEL
Works with existing team
Makes the best use o existing team and
available resources.
SECOND LEVELSecures additiona team resources
Identies gaps within the existing team
and secures additional temporary
resources to ll critical gaps.
THIRD LEVEL
Strengthens team capabiit
Uses strategic guiding principles to build a
team with diverse skills and personalitiesthat is able to accomplish immediate or
mid-term objectives.
FOURTH LEVEL
Considers ong-term organizationa
taent needs
Considers and responds to the longer term
objectives and needs o an organization oreld while building a team.
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We studied ederal managers who successully and repeatedly led innovation in
government. These leaders navigated complex systems, conscientiously built and
empowered teams and presented clear visionsall at sophisticated levelsto achieve
remarkable results. They ostered change while encouraging the personal growth o
colleagues who will carry on the mission and spread skills o eective leadership.
There are myriad stories o successul innovation leaders in the ederal government,
and our goal is to increase the number o these leaders and their impact. To that end,
here are our ways agencies can use our research results:
Self-assess and improve
Leaders can use attribute descriptions to evaluate their own management
styles and behaviors, and to improve their success at creating a team climate
that produces results. Identiying where one alls in the innovation leadership
ramework will allow leaders to understand what they are doing well and how
they can improve.
Develop innovation leaders
Agencies can help train employees to develop attributes that oster innovation.
Agencies can use the graduated levels in each attribute category to assess
current practices, set goals and allocate development resources. A ocus
on achieving the highest attribute levels will have the greatest impact on
perormance.
Identiying and developing
innovation leaders will helpachieve mission
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Promote innovation leaders
When selecting a new generation o leaders, especially or the Senior
Executive Service, ofcials can evaluate candidates competencies against the
innovation leadership attributes. Eectively communicating these attributes
and their role in the promotion process to employees will help enorce their
signicance and spread their practice. Explicitly recognizing these attributes
through promotions will demonstrate organizations commitment to creating
innovation-riendly environments.
Hire innovation leaders
When lling leadership positions, agencies can look or candidates who
demonstrate innovation leadership attributes at high levels. The leaders we
studied developed these attributes long beore they assumed the roles or
which they were recognized. By hiring or attributesin addition to specic
skills, education and experienceagencies can identiy and bring on board
promising leaders with the potential to inspire teams to successully address
the challenges ahead.
Our research shows that, while good processes and systems support innovation,
they cannot create it. That is the role o leaders. For meaningul innovation to occur,
leaders must create an environment that allows people to collaborate and stretch,
and that gives them the ability to run with new ideas and implement change.
Innovation in government does not happen overnight, but it is possible through hard
work, dedication and creativity.
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The Samuel J. Heyman Service to America Medals (Sammies), presented annually by the
Partnership or Public Service, pay tribute to Americas dedicated ederal workorce and
highlight individuals who make extraordinary contributions to our country.
Ater surveying 54 Sammies honorees and analyzing 40 sets o responses, we identied 12
leaders who created innovative work climates where employees achieved outstanding results.
Eligible Sammies honorees held supervisory roles in government and/or had been retired rom
such a role or less than our years.
Each participants survey data was analyzed using the ollowing set o criteria: 1) uses multiple,
positive leadership styles; 2) creates an organizational climate high in exibility, clarity and
responsibility; and 3) scores high on innovation outcomes achieved by the work unit.
The 12 Sammies honorees meeting these criteria were interviewed to identiy the behaviorsand values o leaders who oster innovation in government. These Behavioral Event Interviews
(BEI), recorded and transcribed or accuracy, unveiled leaders thoughts and actions in
extensive detail.
The nine attributes presented in this report appeared consistently across the 12 interviewees,
which is compelling given the rigor o our selection process and the depth we achieved with
each participant.
RESEARCH METHODS
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For more than 50 years, Hay Group has conducted surveys and gathered data on thousands
o leaders worldwide. Our work on ederal leadership and innovation was checked against this
immense database. Two o the three survey instruments used in this research are rom Hays
validated set o tools.
Hay Groups Inventory of Leadership Styles (ILS)
The ILS helps explain leadership rom the point o view o those being led. It provides
specic insights on the behavior o individual managers and how it impacts their teams
perormance. Eective leaders create climates which drive execution and encourage
innovation. They engage people in the organizations strategic objectives, winning their
commitment and willingness to go above and beyond. Such leaders use a collection o
distinct leadership styleseach in the right measure, with the right people, at just the
right time. They adapt to situations and roles as they change. Its a demanding process,
but its how eective leaders deliver results.
Hay Groups Organizational Climate Survey (OCS)
The OCS gives an accurate picture o employees perceptions o how their working
climate aects their ability to do their jobs. Leaders make the biggest dierence on this
important indicator, so helping them to understand the climate they experience and the
climate they create is a key step on the road to better overall perormance.
ABOUT HAy GROUPS VAlIDATED TOOlS
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Partnership for Public Service
Judy England-Joseph
Sally Jaggar
Bevin Johnston
Elizabeth Rosen
Lara Shane
Max Stier
Erica Van Steen
Hay Group
Amy Born
Sinead Bortner
Connie Schroyer
Signe Spencer
Scott Spreier
Inside covers: The examples o innovation in government eature the accomplishments o past
Sammies honorees (servicetoamericamedals.org).
The Partnership or Public Service is a nonprot, nonpartisan organization that worksto revitalize our ederal government by inspiring a new generation to serve and by
transorming the way government works.
Hay Group is a global management consulting rm that works with leaders to
transorm strategy into realitymaking change happen and helping people and
organizations realize their potential.
We thank the Service to America Medals honorees whose expertise and accomplishments
provided the oundation or this work. We also thank the Rockeeller Foundation or its
continued support o our innovation initiatives.
CONTRIBUTORS TO THIS REPORT
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