GUEST COLUMN.

For several decades we have been engaged in the study and application of performance management and leadership practices across state and local governments in the United States and internationally. One conclusion stands out: The best outcomes are obtained from studying and applying proven practices from around the world. 

Benchmarking within peer groups can certainly produce incremental improvement. But for the big breakthroughs, global exploration can be key.

The Baldrige Performance Excellence framework has long emphasized this practice.  For more than 30 years, the Baldrige criteria have encouraged organizations, and everyone in them, to identify role model best outcome organizations globally and benchmark beyond familiar local national peers. Yet in practice, many state and local governments still limit comparisons to nearby jurisdictions or historically similar agencies. This creates a ceiling on performance and limits the potential for optimal outcomes. 

One widely recognized example of the benefits of global outreach is the Commonwealth of Virginia. During its performance management transformation, state leaders did not simply compare themselves with other U.S. states. They examined international models, including performance budgeting systems in Australia and outcome-based reporting used in parts of Canada. Virginia adapted these lessons into a more integrated performance management system linking strategy, budgets, and outcomes. Over time, the state earned national recognition for transparency, fiscal discipline, and results-based management.

Another success story example comes from the City of Phoenix, Arizona. Phoenix adopted a citywide performance management system informed by both private sector, best practices and global municipal study and benchmarking.  Leaders examined customer service models used in high-performing cities internationally and adapted dashboard reporting across departments. The result was stronger alignment between strategic goals and operational performance, along with improved responsiveness to citizens.

Internationally, the examples become even more striking.

In Singapore, the practice of global benchmarking has become embedded as a fundamental component of their development and strategic planning. Agencies regularly examine top performing organizations in Europe, North America, and Asia. This study and benchmarking is not treated as a one-time, one-off exercise; it is a core for Singapore’s transportation, housing, digital services, and public administration.

The United Kingdom’s local government improvement efforts also demonstrate the value of global benchmarking. Several councils have examined service delivery models in Scandinavia and digital government practices in Estonia. These comparisons have influenced shared services, digital transformation, and citizen engagement strategies.

These examples share three characteristics.

·        First, leaders explicitly define “best in the world.” The search globally for the best practices and outcomes.  They do not limit comparisons to geographic peers. They identify organizations with superior results regardless of sector or location.

·        Second, they seek to identify and benchmark management systems, not just outcomes. Financial results matter, but so do leadership practices, culture, workforce engagement, and governance.

·        Third, they make exploring global best practices and benchmarking a CORE leadership responsibility. It is embedded into strategy, budgeting, and performance reviews.  This global benchmarking then becomes a shared value and business practice throughout the entire organization.  It is institutionalized as part of the “permanent” culture. 

In our combined commitment to continuous improvement through global benchmarking, we have seen state workforce agencies learn more from international employment systems well beyond what they can learn from neighboring states. Local governments exploring digital service delivery often discover practical models in smaller European municipalities. Public universities sometimes learn operational discipline from healthcare systems or advanced manufacturing organizations.

This cross-sector, global learning is increasingly important. State and local governments face fiscal pressure, workforce shortages, rising citizen expectations, and growing complexity. Incremental improvement is no longer sufficient. Leaders of our government organizations must seek proven global best practices and breakthrough ideas - and those ideas often exist outside traditional local state and national peer groups.

Global benchmarking also changes organizational culture. When leaders ask, “Who is the best in the world?” staff begin thinking differently. Silos weaken. Innovation increases. Performance becomes a shared leadership responsibility rather than a compliance exercise.

Importantly, global benchmarking does not necessarily mean simply copying another government. There is no “silver bullet” waiting to be implemented.  Context and culture do play a significant role in the adaptability of new approaches.  What works in Finland may not work in Florida without distinct localized adaptive changes.  Nevertheless, leadership practices, performance discipline, and governance structures can and have been most certainly adapted successfully.

In our experience, the most successful governments start with a simple approach:

·        Identify three to five global role models.

·        Study leadership and management practices.

·        Engage all leaders and all impacted employees in structured benchmarking discussions and meaningful continuous improvement dialogue.

·        Adapt lessons to local conditions.

·        Track results with both quantitative and qualitative performance data and repeat. 

This approach does not require large budgets. It requires leadership courage, curiosity, discipline, and willingness to look beyond traditional boundaries.

American state and local governments have long been successful innovators. Performance budgeting, open data, and citizen engagement practices often originated at the state and local level. Global exploration and learning through benchmarking represent the next step.

The opportunity is clear. The need is clear.  Governments that benchmark globally can improve performance, strengthen trust, and deliver better outcomes. Those that benchmark only locally risk falling behind.

The contents of this Guest Column are those of the author, and not necessarily Barrett and Greene, Inc

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