Strategic-Operational Integration In Public Administration: Lessons From The United Kingdom, The Republic Of Korea And Singapore

Abstract

This article examines how the United Kingdom, the Republic of Korea and Singapore have linked strategic priorities with operational planning, budgeting and performance monitoring in central government. Drawing on the closed-loop model of strategy execution, the theory of emergent strategy and the literature on strategic management in the public sector, the author proposes three linkages for assessing integration: goal–resource, goal–executor and goal–information. The comparative analysis shows that in all three countries the budget process is the decisive point of integration, while delivery units at the centre of government and the regular revision of plans prevent strategies from turning into static documents. The risks of target gaming, indicator proliferation and limited transferability of foreign models are also discussed. Recommendations are formulated for the implementation of the “Uzbekistan – 2030” Strategy