To improve federal efficiency beyond partisan politics, Oliver Libby proposes creating a Chief Operating Officer for the U.S. government. Modeled after the long-term, cross-administration tenure of the Fed Chair, this role would focus on making government work better for citizens regardless of who is in power.
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While Donald Trump may treat departments like Education or Defense as a "joke," he appears to take economic roles like the Fed Chair more seriously, appointing actual economists. This suggests he sees the economy as a direct, tangible scorecard of his success, requiring a baseline of competence that other areas do not.
New members of Congress navigate complex policy and procedure with help from the Congressional Research Service (CRS). This arm of the Library of Congress acts as a non-partisan, in-house university, providing orientations and expert briefings on everything from tax policy jurisdiction to legislative history, ensuring lawmakers have substantive, unbiased knowledge.
Unlike startups, institutions like CPPIB that must endure for 75+ years need to be the "exact opposite of a founder culture." The focus is on institutionalizing processes so the organization operates independently of any single individual, ensuring stability and succession over many generations of leadership.
A proposed government service would allow companies to pay for a pre-vetted antitrust assessment before announcing a merger. This "TSA Pre-Check" for deals would involve independent reports and a public interest test, aiming to streamline the process, reduce political favoritism, and avoid lengthy, uncertain reviews.
Contrary to the popular bottoms-up startup ethos, a top-down approach is crucial for speed in a large organization. It prevents fragmentation that arises from hundreds of teams pursuing separate initiatives, aligning everyone towards unified missions for faster, more coherent progress.
In siloed government environments, pushing for change fails. The effective strategy is to involve agency leaders directly in the process. By presenting data, establishing a common goal (serving the citizen), and giving them a voice in what gets built, they transition from roadblocks to champions.
A nation's leadership class shapes its priorities. China's government, heavily populated by engineers, excels at long-term, systematic infrastructure and technology projects. The US, dominated by lawyers, often gets mired in litigation and short-term cycles, hindering large-scale execution.
The US has historically benefited from a baseline level of high competence in its government officials, regardless of party. This tradition is now eroding, being replaced by a focus on loyalty over expertise. This degradation from competence to acolytes poses a significant, underrecognized threat to national stability and global standing.
In government, digital services are often viewed as IT projects delivered by contractors. A CPO's primary challenge is instilling a culture of product thinking: focusing on customer value, business outcomes, user research, and KPIs, often starting from a point of zero.
An effective governance model involves successful private sector leaders doing a "tour of duty" in government. This brings valuable, real-world expertise to policymaking. While critics cite conflicts of interest, the benefit is having qualified individuals shape regulations for national benefit, rather than career bureaucrats.
