The Solution:Creating Entrepreneurial Organization...
How do we solve these problems?It won't be easy.We know all about government's problems，but little about solutions.The National Performance Review began by compiling a comprehensive list of problems，looked for potential savings and efficiencies，and searched for success.We looked for organizations that produced results，satisfied customers，and increased productivity.We looked for organizations that constantly learned，innovated，and improved.We looked for effective，entrepreneurial public organizations.And we found them:in local government，in state government，in other countries—and right here in our federal government.
Where we found success，we found many common characteristics.Early on，we articulated these in a one-page statement of our commitment.In organizing this report，we have boiled these characteristics down to four key principles.
1．Cutting Red Tape．Effective，entrepreneurial governments cast aside red tape，shifting from systems in which people are accountable for following rules to systems in which they are accountable for achieving results.They streamline their budget，personnel，and procurement systems—liberating organizations to pursue their missions.They reorient their control systems to prevent problems rather than simply punish those who make mistakes.They strip away unnecessary layers of regulation that stifle innovation.And they deregulate organizations that depend upon them for funding，such as lower levels of government.
2．Putting Customers First．Effective，entrepreneurial governments insist on customer satisfaction.They listen carefully to their customers—using surveys，focus groups，and the like.They restructure their basic operations to meet customers'needs.And they use market dynamics such as competition and customer choice to create incentives that drive their employees to put customers first.
By“customer”，we do not mean“citizen”.A citizen can participate in democratic decisionmaking;a customer receives benefits from a specific service.All Americans are citizens.Most are also customers:of the U.S.Postal Service，the Social Security Administration，the Department of Veterans Affairs，the National Park Service，and scores of other federal organizations.
In a democracy，citizens and customers both matter.But when they vote，citizens seldom have much chance to influence the behavior of public institutions that directly affect their lives:schools，hospitals，farm service agencies，social security offices.It is a sad irony:Citizens own their government，but private businesses they do not own work much harder to cater to their needs.
3．Empowering Employees to Get Results．Effective，entrepreneurial governments transform their cultures by decentralizing authority.They empower those who work on the front lines to make more of their own decisions and solve more of their own problems.They embrace labor-management cooperation，provide training and other tools employees need to be effective，and humanize the workplace.While stripping away layers and empowering front-line employees，they hold organizations accountable for producing results.(https://www.daowen.com)
4．Cutting Back to Basics:Producing Better Government for Less．Effective，entrepreneurial governments constantly find ways to make government work better and cost less—reengineering how they do their work and reexamining programs and processes.They abandon the obsolete，eliminate duplication，and end special interest privileges.They invest in greater productivity，through loan funds and long-term capital investments.And they embrace advanced technologies to cut costs.
These are the bedrock principles on which the reinvention of the federal bureaucracy must build—and the principles around which we have organized our actions.They fit together much like the pieces of a puzzle:If one is missing，the others lose their power.To create organizations that deliver value to American taxpayers，we must embrace all four.
Our approach goes far beyond fixing specific problems in specific agencies.Piecemeal efforts have been under way for years，but they have not delivered what Americans demand.The failure in Washington is embedded in the very systems by which we organize the federal bureaucracy.
Our approach has much in common with other management philosophies，such as quality management and business process reengineering.But these management disciplines were developed for the private sector，where conditions are quite different.In business，red tape may be bad，but it is not the suffocating presence it is in government.In business，market incentives already exist;no one need invent them.Powerful incentives are always at work，forcing organizations to do more with less.Indeed，businesses that fail to increase their productivity—or that tie themselves up in red tape—shrink or die.Hence，private sector management doctrines tend to overlook some central problems of government:its monopolies，its lack of a bottom line，its obsession with process rather than results.Consequently，our approach goes beyond private sector methods.It is aimed at the heart and soul of government.
The National Performance Review also shares certain goals with past efforts to cut costs in government.But our mission goes beyond cost-cutting.Our goal is not simply to weed the federal garden;it is to create a regimen that will keep the garden free of weeds.It is not simply to trim pieces of government，but to reinvent the way government does everything.It is not simply to produce a more efficient government，but to create a more effective one.After all，Americans don't want a government that fails more efficiently.They want a government that works.
To deliver what the people want，we need not jettison the traditional values that underlie democratic governance—values such as equal opportunity，justice，diversity，and democracy.We hold these values dear.We seek to transform bureaucracies precisely because they have failed to nurture these values.We believe that those who resist change for fear of jeopardizing our democratic values doom us to a government that continues—through its failures—to subvert those very values.