Report on Mission-Driven Governance in Denmark
After analyzing international experiences with mission-driven governance, INVI has identified six specific lessons for the new government
When a Danish government takes office, it often does so with a long list of political ambitions. But experience shows that day-to-day operations and crises typically consume most of the time of ministers and civil servants. This makes it difficult to address the major structural challenges for which the Danish people are eagerly awaiting solutions.
At INVI, we have now published a new analysis that examines what it takes to address the challenges that traditional management is not equipped to handle.
wicked require a different approach
Climate change, social distress, loneliness, inclusion in public schools, and young people without jobs or education are examples of what public administration research refers to as wicked ”: complex, long-term issues with deep interdependencies across policy areas. The Danish governance model is internationally recognized for its operational efficiency and institutional capacity, but it is largely designed for sector-based policy development and incremental reforms. This limits the state’s ability to mobilize the broad resources that wicked require.
Mission-driven governance is an approach that is increasingly being tested internationally. The idea is that the government sets ambitious and measurable societal missions and brings together a coalition of willing and competent actors from foundations, the business community, civil society, and labor and management to address them. No one is guaranteed a seat at the table in advance. What matters is whether one invests in the mission and contributes actively.
Six key takeaways based on international experience
INVI’s analysis is based on 11 interviews, 30 case-specific reports, and 27 academic articles from a review of OECD countries. Against this backdrop, the analysis identifies six key takeaways regarding what is required to implement mission-driven governance in Denmark:
Missions must be both measurable and aspirational: Missions must combine
clear, quantifiable goals with a tangible political “landmark” that voters—
can easily keep track of whether the goals are being met.
Missions require clear political ownership: Without a clear framework, missions lose their way
direction and progress. It must be clear who is responsible for goals, deadlines—
scope, involvement of key stakeholders, and milestones for follow-up. This can make—
...using mission letters from the government leadership to the relevant ministers. In this way
the government can also clearly communicate what its priorities are. And what
is no longer valid.
Missions require cross-functional governance: It is essential that missions can manage—
across the board. At the government level, there must be a specific focus on implementing—
communication, learning, and prioritization. In addition, there must be a clear structure and an-
chain of command for engagement and cross-functional coordination.
Missions require continuous learning based on data: Progress depends on the ability to
to learn and make adjustments as we go. A feedback system must be established with ongoing
data from the implementation, and a single key outcome measure must be defined (“con-
"figure" per mission that the government can be held accountable for in public.
Missions require active portfolio management: Effective mission management requires ongoing
prioritization among activities within each mission. It is therefore necessary to—
clear responsibilities within the central administration for opening, scaling, and closing
initiatives.
Missions require new skills and capabilities: Missions challenge traditional approaches
civil service roles and requires a new culture. External experts must therefore be brought in—
experts, specialists, and practitioners
The learning points are intended for the national level, but can also be applied locally.