Although experimented within public organisations for over 30 years, strategic planning and management still raise a number of questions and doubts as to their ability to improve public performance. The purpose of this article is to look into the strategy formulation processes in the public sector and the type of strategic approach that best matches the characteristics of this sector. It sets out to do so by first drawing up a theoretical analysis grid, based on the three main approaches to strategy in the public sector. This is followed by an exploratory case study that brings to light a complex strategic process that combines and alternates rational, collaborative and political decision-making logics, and a planned and incremental development.
Points for practitioners
This research highlights the need to combine different logics and approaches in the strategic control of public organisations: a rational logic, a political logic and a collaborative logic. It underlines, in particular, the importance for public managers to build skills in the development and management of inter-organisational networks and interpersonal relationships. The ability to create interactions between a variety of stakeholders, both internal and external, to mobilise and channel collective intelligence towards the definition and implementation of public projects and policies is a key component of the strategic management of public organisations.
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