National Agricultural Innovation Project (NAIP), ICAR and the International Food Policy Research Institute (IFPRI) organized a two day workshop on ‘Impact of capacity building programs under NAIP’ on June 6-7, 2014 at AP Shinde Auditorium, NASC Complex, Pusa, New Delhi. The main purpose of the workshop was to present and discuss the findings of the impact evaluation study on capacity building programs under NAIP by IFPRI. The scientists from ICAR and agricultural universities were sent abroad to receive training in specialized research techniques. Post-training, scientists were expected to work on collaborative projects within the ICAR, which would further enrich their knowledge and skills, expand their research network and stimulate them’ to improve their productivity, creativity and quality of their research. The ICAR commissioned with IFPRI (International Food Policy Research Institute) to undertake an evaluation of these capacity building programs under NAIP in July 2012. The workshop shared the findings on the impact of capacity building programs under NAIP and evolve strategies for future capacity building programs

1. Driving Government Performance:
Leadership Strategies that Produce Results
Sanchal Bilgrami
Director Finance, NAIP

2. What questions should I ask myself to
improve my performance?
Question Zero
1. “What exactly are we trying to accomplish?”
Performance Deficit
1. “What are my organization’s performance
deficit?”
2. “Which performance deficits should I try to
eliminate or mitigate first?”

3. Value Chain
1. “Where along the value chain are my
organization’s most significant performance
deficits?”
2. “Where along the value chain should I and my
organization concentrate our efforts?”
Opportunities
1. “How can I practice JIU – JITSU Management?”

4. The Responsibility of the Performance Executive
• Good intentions are not good enough
• Good decisions are not good enough
• Good planning is not good enough
• Good ethics are not good enough
• Results are what really count

5. Eleven “Better Practices”
That Can Help
“Ratchet Up” Performance

6. Creating the performance framework (I)
Practice 1: Articulate the organization mission
Practice 2 : Identify the organization’s most
consequential performance
Practice 3 : Establish a specific performance
Practice 4 : Clarify your theoretical linkage between
Target & Mission

7. Driving Performance Improvement (II)
Practice 5 : Monitor & report progress frequently,
personally & publically
Practice 6 : Build Operational Capacity
Provide your teams with what they need to achieve
the target.
Practice 7 : Create “esteem opportunities”
Ensure that people can earn a sense of
accomplishment & thus gain both self esteem &
esteem of their peers.
Practice 8 : Reward success

8. Learning to enhance Performance (III)
Practice 9 : Check for cheating, distractions &
mission accomplishment
Practice 10 : Analyze a large number & under
variety of indicators
Practice 11 : Adjust mission, target, theory,
monitoring, operational capacity, rewards, esteem
opportunities and/ or analysis.

9. HKS Case Study Teaching Method
• Professors used real life examples from the public offices to
highlight and analyze the principles of public governance. A
typical HKS style case study is a short narrative (less than 25
pages) most often told from the point of view of manager
embroiled in a dilemma.
• Professors assign questions prior to class to focus students
on the particular issues they plan to address in the class
session. A class session can include student-led presentations,
exercises, role plays, debates, guest speakers, and
summarizing lectures.
• Professors lead students to experience an “aha” moment
during which conventional wisdom is trumped by deeper, more
seasoned insights.

11. Team Preparation

12. Yellow Team :
“HAIKU”

13. Case Studies : The Six Curriculum
Models
1. The Performance orientation
“How will we know if our organization improves its
performance?”
Case : Park Plaza
2. Motivating & Measuring organizational & systemic change
“How can public executives use performance measures both to
learn how to produce better results and to motivate their
organizations to do so?”
Case : “NYPD New” The ladder & the Scale; Oklahoma
Milestones
3. Meaningful Measurement of Performance
“What kind of performance measures might, can and should
public executives use and to accomplish what purpose?”
Case : Paul H O Neil

14. 4. Risk Control, Problem solving and performance accounts
“When faced with the challenge of controlling risks, what
problem-solving strategies might public executives find effective?”
Case : “The Coast Guard GPRA Pilot”
5. Motivating Individual & Team Performance
“What specific strategies can public executives use to both
individual & teams?
Case : “Baines Electronics” & Division of Water Resources
6. Creating a Performance Driven Culture
“How can public executive infuse a performance orientation
into the culture & day to day operations of their agencies.”
Case : “Lead Poisoning”, Homestead Air Force Base”, What’s
my Agency sortie.”

15. Pedagogy
at HKS

16. Pedagogy
at HKS
1. Class in HKS.mp4
2. Harvard Post Class.mpg

17. Management Concepts
STRETCH TARGET :
A “stretch target” is one that the organization cannot achieve
simply by working a little harder or a little smarter. To achieve a
stretch target people have to invent new strategies, new incentives –
entirely new ways achieving their purpose.
Whenever an organization sets out to accomplish a big tasks,
it breaks it down into small tasks and starts with the easiest ones.
Such a strategy of small wins makes a perfect sense. With each
small win, the organization demonstrates progress. With each small
win, it develops the confidence that it can accomplish something
significant. Moreover, through a series of small wins, it leaves what
works, what doesn’t – and in what circumstances.

18. LAMDALICPA
L : LEADING
A : AIMING (the work of Organization)
M : MOTIVATING
D : DELEGATING
A : ANALYSING
L : LEARNING
I : INNOVATING
C : COLLABORATING
P : PERFORMING
A : ACCOUNTING

19. JIU – JITSU
Management
• Almost anything that we can think of has a defining
moments : a point when person has shine the brightest
and cemented his existence for everyone to notice and
for everyone to remember
• Effective public executives convert problems into
opportunities
• Effective public executives use political momentum to
accomplish their purpose.

20. CAMPBELL’S LAW
When pressure becomes personal – when a person’s job and income
are on the live – some people resort to cheating.
“The more any quantitative social indicators is used for social
decision making, the more subject it will be corruption pressure
and the more apt it will be to distort & corrupt the social processes
it is intended to monitor”
So get over it. Don’t go looking for the perfect performance measure.
It doesn’t exist. Don’t waste countless meetings debating whose
measure is without defects. All measures have them. Don’t hire
expensive consultants to create the penultimate measure. It
doesn’t exist.
Instead, start with a good measure or two.

22. THANK YOU