The transition to a new presidential term is a massive undertaking—and one of the key hallmarks of US democracy. Effective governance on a national scale depends on a smooth White House transition process and, just as important, on federal agencies’ ability to adapt and react to the demands of a new term. Our government institutions—and the Biden administration—need a playbook for how to navigate this critical period, particularly amid the turbulence brought by the coronavirus pandemic.
At BCG, we know there’s a lot of work to be done outside of the Executive Office. Government agencies, particularly, bear the brunt of the transition, while civil servants—the backbone of government—are responsible for managing changes as they occur. New policies mean new organizational priorities, a turnover in high-level leadership positions, and, in many cases, the need to reimagine how things gets done.
BCG’s deep experience in partnering with the highest levels of the public sector, and our wide-ranging capabilities in related topics, will serve these agencies well today and for the work that still lies ahead.
New agency leaders who connect the work their people do with the impact it has on citizens’ lives can motivate their employees, drive progress on critical priorities—and boost overall organization performance.
Here’s how incoming political appointees can gain deep insights into the vast organizations they lead.
New government leaders must build momentum quickly. To make that happen, they should identify clear priorities and build a team drawing heavily on civil servants.
BCG has worked with the Partnership for Public Service’s Center for Presidential Transition since 2012 to produce resources for three presidential transitions, including a curriculum for senior leaders, counsel for transition teams, and the Presidential Transition Guide, which is the first comprehensive document of its kind.
There may be only one White House, but there are hundreds of federal agencies, each operating under a unique set of circumstances and conditions. This guide offers widely applicable, yet comprehensive, insights for career agency transition teams.
Click here for the Agency Transition Guide
New and incumbent presidents need effective transition teams to hit the ground running. This guide draws on real-world examples to offer best practices and critical lessons for taking charge of the Executive Office and executing on campaign promises.
Click here for the Presidential Transition GuideI believe what we’re going to see is an overlapping agenda between what business wants to do on many fronts and what the new administration has said it wants to achieve.
Read Rich Lesser’s interview on the ties between business and politics in Marketplace
As a new agency head, there are certain things you should be doing and focusing on to make sure you’re off to a strong start with good momentum. Establish behaviors that are going to lead to your success.
Read Danny Werfel’s interview on how leaders can ground themselves after a transition in Federal News Network
Agencies are planning for change, organizing for success, building new teams, and clearly expressing their objectives—no mean feat, especially in a global pandemic. In this landscape of uncertainty and transformation, agencies can look to BCG for expertise in the following topics:
Large-Scale Change. Many public sector organizations operate in a state of constant flux, but a new term requires extra diligence and adaptability.
Leadership Development. Turnover is a reality in any presidential transition. New leaders must be ready to take charge of their organizations and to build effective teams.
Digital Government. Change is inevitable. Agencies must harness technology and AI solutions to transform themselves while managing costs.
Taxpayer Experience. Even amid change, federal agencies must continue to provide for citizens. Now is the time to implement new ways of working and to improve the user experience.
Employee Upskilling. The start of a new term provides an excellent opportunity to improve processes and develop talented teams capable of serving the American people.
A presidential transition is no excuse for public sector organizations to slow down. They are expected to deliver seamlessly for their citizens, even during a transition—and especially in times of crisis. These organizations must continue to devise creative solutions to complex problems. BCG helps the public sector improve how it operates so that it can meet, and exceed, its high-stakes goals.
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