Tyler Cowen writes,
The US funds more science research than any other country — about $35 billion per year on the NIH and $8 billion per year on the NSF. How exactly do these institutions work? How have they changed over time and have these changes been for good or bad? Based on what we now know, how might we better structure the NIH and NSF? What experiments should we run or what kind of studies should we perform?
This is the first in a long and varied list of areas he thinks are worthy of further study. One more example:
Indonesia is a large, populous middle-income country. It faces no major near-term security threats. It has a small manufacturing base and no major non-commodity export sectors. What is the best non-bureaucratic 10 page economic development briefing document and set of prescriptions that one could write for Indonesia’s president? For Indonesia, substitute Philippines, Chile, or Morocco.
Many of the topics in Tyler’s list involve attempts to improve or evaluate organizational effectiveness. I would say that in evaluating an organization, look for common flaws, listed below. Give high marks to organizations that are able to avoid these pitfalls.
1. A good mission statement will serve to narrow the purpose of an organization. It will remind everyone what the organization will not attempt to do. In badly-run organizations, the scope of the organization is unclear.
2. The organization should have a formal planning process. About once a year, or once every other year, the organization should evaluate past performance and set future goals. Middle management as well as top management should be involved in this planning process, in order to try to achieve alignment between strategic goals and departmental activities. In badly-run organizations, departments run on auto-pilot without any strategic direction.
3. Borrowing terminology from Morrisey, et al, The planning process should include Key Results Areas and Indicators of Performance. For example, a city could have a Key Result Area that is reducing traffic congestion, and an Indicator of Performance that is the number of workers who are able to commute during rush hour in less than 30 minutes. Middle managers strongly resist KRAs and IOPs. Instead, they prefer to be measured on the basis of activities–how many traffic lights they installed, or how many potholes they filled. A grant-making organization that measures how many grants get approved rather than anything related to the results from making those grants is operating on auto-pilot. In badly-run organizations, departments do not articulate meaningful KRAs and IOPs.
4. Organizations need to periodically adjust their incentive systems. Top management wants maximum effort with minimum outlays. Employees and other recipients of funds want the opposite. Over time, the compensation system degrades, due to changes in organizational goals and due to recipients learning how to game the system. Badly-run organizations leave ineffective compensation systems in place.
5. Some departments or projects falter. Can the floundering projects or departments be put back on track at a reasonable cost? If not, then they probably should be shut down. Badly-run organizations are unwilling or unable to identify and deal with low-achieving activities.
6. Organizations need periodic adaptation, including restructuring. The environment changes–think of the effect of new computer and communications technologies on many areas. Badly-run organizations fail to adapt to changes.
My guess is that you could use this framework to evaluate many of the institutions mentioned in Tyler’s list. But in the case of government agencies or non-profits, will such evaluation make a difference?