We Don't Make Widgets: Overcoming the Myths That Keep Government from Radically Improving

This book's title is designed to appeal to government employees but its system and process message applies equally to businesses too. Processes enable people to serve customers in government and in business. This book parodies re-organization as an technique that may give the impression of improvement. All of us should know that re-organizing does not work in government or in organizations that make widgets. It reminds us that true leaders attend to the system and its processes to help people do good work. No matter whether employees work in governmental or commercial organizations, both types of organization should work to satisfy the needs of internal and external customers. Many people want to blame someone and they are not satisfied by being told the system is the cause of the problem. Too often this is the driving force for indulgent and ineffectual re-organization. Yes, we need yet another reminder of the overwhelming importance of developing and improving process-based management systems to add value faster and prevent loss sooner. I guess the need for constant reminders of this message (improve the organization's system instead of blaming its employees) is a reflection of the human condition.

This book is very important to anyone who really cares about how our government functions. And by implication, how it could function better. The author has been a very experienced manager in almost every level of government so even if you don't agree with him, you have to at least respect him for his expertise. Making government more efficient by using the principles that make private business more efficient is not a new idea, but after reading this book it will be almost impossible for you to think it is anything but a great idea.

This book should be required reading for everyone in public service. It helps dispel the myths that keep government from reaching true performance excellence. The basic premise is that government services can be understood as processes with outputs and can therefore be managed and improved with the same tools that private industries use. It's a deceptively simple proposition, mainly because it defies the common misconceptions that many government employees have about their own jobs. Anyone who truly cares about serving the public will gain a lot of insight and energy from this book. Read it!