The changing grammar of governance: How govts are getting things done

In recent weeks, key political events have underscored a critical question: How do governments tackle complex policy challenges effectively? From US President-elect Donald Trump’s proposal for a DOGE (Department of Government Efficiency) to the reappointment of seasoned Chief Ministers – CM Fadnavis and CM Soren – across Indian states, one thing is clear: the next term will be different. Not because they lack experience but precisely because they are experienced leaders returning to the office. With experience come expectations. Expectations, today across contexts, are for an agile governance system. This calls for a hard look at the very structure that underpins governance systems: the bureaucracy.

Bureaucracy is a simple answer to the complex problems of governance, except that it is not. At its core, bureaucracy represents a very intuitive idea – a rules-based and hierarchical system that provides a basis for a fair, predictable, and efficient decision-making process. As a governance system, while bureaucracy has served as the backbone of government structures for centuries, its effectiveness in addressing today’s challenges is often called into question. Even staunch advocates of bureaucracy, such as John Stuart Mill and Max Weber, have cautioned against its tendency to devolve into a pedantocracy or an iron cage of rule-based control.

Truly though, the dissatisfaction with bureaucracy is often misplaced. Bureaucracies, by design, excel in dealing with ‘complicated’ problems – policy speaks for problems that are technical, solvable, and respond to a methodical approach. But as governments mature, as is desirable, problems evolve from being complicated to becoming complex. Complex challenges demand creativity, flexibility, and quick decision-making – qualities often stifled by bureaucratic structures prioritizing predictability and accountability. Therefore, judging the effectiveness of bureaucracy in complex situations is setting it up for failure.

Despite these limitations, bureaucratic governance remains a go-to for most governments today. Sustained largely due to path dependence and the absence of a compelling alternative. Often, it is the determination of exceptional bureaucrats, like India’s E. Sreedharan, the “Metro Man,” that enables the system to deliver despite its flaws. What appears as individual brilliance often involves soft power, informal networks, and contextual knowledge. Yet, those who push boundaries often face legal risks for acts of commission, fostering an environment where safety lies in inaction, and omission becomes the norm.

The result is a governance system that struggles to balance accountability with efficacy, often at the expense of bold decision-making. Add to this a growing bureaucracy entangled in internal processes, creating an inward-looking and self-serving culture. The outcome is the traditional notion of a slow-moving and gridlocked bureaucracy, where the process takes precedence over outcomes, over-specialization leads to silos, and institutional preservation favours the status quo. However, today’s socio-political landscape, powered by rapid technological advances, demands the opposite – fast, responsive, and adaptive public institutions.

Fortunately, at the turn of the millennium, a new approach to governance emerged: the Delivery Unit (DU). First introduced in the UK under Prime Minister Tony Blair, DUs aimed to help governments deliver better. These small teams, often composed of individuals from outside the government, assist Heads of Government in using political power to drive outcomes. DUs address complex challenges by bridging gaps in bureaucratic systems, without relying solely on the zeal of a few bureaucrats. Since their debut in 2001, variations of DUs have been adopted in over 30 countries, including Malaysia, the United States, Chile, and Australia.

Over time, Delivery Units have evolved into a broader suite of Delivery Solutions tailored to specific national contexts. Examples range from Malaysia’s PEMANDU to India’s Aspirational District Program, while frameworks like Harvard’s Problem-Driven Iterative Adaptation and the World Bank’s Science of Delivery guide these efforts. Despite their diverse forms, successful DUs share key traits: a clear political vision, the strategic use of political influence to bypass bureaucratic inertia, and a relentless focus on tangible outcomes over process.

The first critical factor for success is a clear political vision. In a world increasingly characterized by complexity and uncertainty, a defined political direction helps channel energies and resources into concrete priorities. A good vision is typically both accessible and actionable, channelling promises made during the election campaign into a coherent agenda that is aspirational yet achievable. Rather than extensive planning documents, this vision is typically expressed through prioritized, citizen-centred, and measurable outcomes.

Second, the deployment of political influence is critical to overcoming inertia and fostering a culture of calculated risk-taking. DUs succeed when their leadership reports directly to the head of government, leveraging political authority to dismantle bureaucratic barriers and accelerate decision-making. These units should not assume direct responsibility for projects but instead drive results through structured escalation mechanisms that cut through the noise and ensure attention to critical issues at the highest levels.

Finally, incorporating citizen feedback is essential to keeping governance responsive to public needs. Structured mechanisms for collecting and acting on feedback ensure that efforts remain aligned with evolving citizen priorities. Citizens are not just recipients of governance – they are active participants whose input is crucial in refining policies. Technology can play a transformative role here, enabling real-time feedback loops that inform policy adjustments and enhance accountability.

As expectations from citizens grow and challenges become more complex, it is evident that bureaucratic structures must evolve. This evolution requires reimagining existing systems to allow for greater flexibility without sacrificing the core principles of fairness, accountability, and efficiency. It will demand investments in technology infrastructure, training government officers, and a cultural shift within bureaucracies to empower civil servants to make faster, more agile decisions. This is not an abandonment of bureaucracy, but rather an adaptation of it to the demands of the 21st century.

Recent political developments, including the appointments of experienced Chief Ministers, serve as a reminder that effective governance is not just about sustaining political power - it is about getting things done. By investing in governance frameworks that prioritize delivery, accountability, and responsiveness – these leaders have the chance to not only meet but exceed the expectations of their people. It is time to embrace a system that delivers not just on promises, but on outcomes that benefit all citizens.

Author is global policy expert, country director, Tony Blair Institute For Global Change. Views are personal.