DEAR Leaders,
In today’s fast-paced world, where the only constant is change, leaders must adapt their approaches – not just to keep up, but to inspire trust and collaboration within their communities.
Traditional governance models, cherished for their stability and structured long-term planning, often leave leaders stranded when confronted with rapid shifts in technology, fluctuating economies, and an increasingly engaged citizenry.
The emerging paradigm of agile governance offers a fresh perspective – one that places responsiveness and citizen engagement at the forefront of public service.
Consider this: we live in a time when a global pandemic can redefine how we view healthcare, technology can bring education to remote corners of the world in mere moments, and climate change presents a stark reminder that yesterday’s plans may no longer suffice.
In this chaos, we need leaders with the courage to pivot and embrace new ways of governing. As former U.S. President Barack Obama famously said, “Change will not come if we wait for some other person or some other time. We are the ones we’ve been waiting for.”
This quote encapsulates the spirit of agile governance – a commitment to lead the change ourselves.
The traditional model of governance, often characterised by the “perfect” plan encapsulated within grand, long-term strategies, is proving inadequate in times of rapid change. No longer can we afford to assume that our meticulously crafted policies are the ultimate solution.
Instead, a shift to agile governance acknowledges a fundamental truth: We cannot predict the future.
Consider how agile development operates in the technology sector. Instead of investing enormous resources into developing a one-size-fits-all solution, agile teams work in short cycles, constantly testing, learning, and refining.
Why shouldn’t governance follow suit?
Agile governance invites governments to adopt a similar mindset – embracing small, meaningful innovations rather than betting everything on a single, comprehensive solution. This model encourages experimentation, promoting an environment where leaders can prototype, test, and iterate based on real-world feedback.
Take the case study of Barcelona, which has truly embodied the ethos of agility within governance. Through its participatory budgeting initiative, the city allows citizens to influence how a portion of its budget is spent.
By operating on smaller, incremental budgets rather than huge, long-term investments, the city can respond swiftly to the needs and wants of its residents. The programme has enhanced civic engagement, built trust, and allowed for quick adjustments to improve service delivery.
Listening is the “new leading” and the cornerstone of agile governance. In recent years, the gap between institutions and citizens has grown, with many feeling policies are imposed on them rather than co-created.
Agile governance replaces a “command and control” approach with a “sense and respond” mindset, where citizens become active partners in problem-solving. Governments adopting this method seek continuous feedback, adjusting policies based on citizen input. This shift, though challenging, is crucial for resilient governance.
As Kofi Annan said, “The future of humanity lies in the balance between ethics and scientific progress”, highlighting the importance of ethical collaboration.
Agile governance shapes itself around transparency. When citizens feel informed and involved, trust flourishes, and their willingness to engage increases. Consider the global demand for transparency, particularly in an era of misinformation and distrust. Leaders who operate openly and authentically earn the respect of the public.
Organisations such as the Open Government Partnership encourage governments worldwide to adopt agile principles for increased transparency, fostering collaboration and restoring trust by allowing citizens to engage more directly with decision-making processes.
Transparency also involves acknowledging mistakes. As the old adage goes, “To err is human”. Leaders must feel comfortable admitting when they have taken the wrong course, pivoting based on public input and changing circumstances.
Reframing the narrative surrounding a change of mind – shifting from perceived weakness to a point of wisdom – allows for a more collaborative governance structure where everyone feels invested in the outcome.
The world today resembles a tempestuous sea, and leaders often find themselves navigating unpredictable waters. Nature offers a profound insight: the resilient bamboo bends in strong winds, while rigid trees may succumb and break.
In this sense, agility in governance is akin to the flexibility of bamboo. It doesn’t sacrifice core values but comprises the adaptability necessary to thrive in turbulent times.
As leadership faces global challenges – whether regulating artificial intelligence, addressing climate change, or accessing healthcare – agile governance offers a roadmap. With structures accommodating adaptive responses, leaders are empowered to react quickly while remaining true to the ethical values that ground their institutions.
Countries around the globe have begun harnessing these principles to foster agility in governance.
In Uruguay, for instance, a forward-looking framework on digital governance includes strong public engagement initiatives, allowing citizens to play a significant role in the public decision-making process. Leaders prioritise quick, iterative solutions and encourage citizens to embrace technology to engage with their governance openly.
Similarly, New Zealand’s government famously employed agile governance principles to address the COVID-19 pandemic rapidly. Swiftly moving from reactive to proactive governance, leaders implemented effective measures underpinned by science and data while actively engaging their populace regarding health policies.
The Human Duty of Leadership
At its core, agile governance relates back to the fundamental human duty of leadership: serving the people. Leaders must be game changers who uplift communities, promote collaboration, and stand as a beacon of inspiration.
In the pursuit of agile governance, leaders have the responsibility to harness empathy and humility – to visualise and champion policies that reflect collective values and needs.
As political scientist and activist, Henry Mintzberg, aptly puts it, “We need leaders who build organisations that engage people, care for people, comment on people, and respect people.”
True leadership is about serving the human element, fostering inclusivity, and understanding that we are all in this together.
As we navigate this complex and rapidly evolving world, it is imperative that leaders – whether in government, private sectors, or community organisations – embody the agile approach.
By embracing flexibility, promoting citizen engagement, listening to feedback, and evolving with the tides of change, we pave the way toward a more resilient, compassionate, and effective governance structure.
In conclusion, dear leaders, let us not seek to be masters of rigid policies, but rather stewards of agile governance that respond to the ever-changing needs of our constituents. Let us champion the courage to pivot, the dedication to listen, and the fervour to innovate. For in doing so, we ensure that governance serves not just a system but the humanity at its heart.
DISCLAIMER:
The views expressed here are those of the writers and do not necessarily represent the views of Sarawak Tribune. The writers can be reached at argenisangulo@gmail.com and lawleepoh@gmail.com.
