The Strategic Triangle is based on a conference held in Potsdam, Germany, and a workshop at the Woodrow Wilson Center.

A seminal figure in the field of public management, Mark H. Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard’s Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate? Moore’s answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore’s cases, we witness dilemmas faced by a cross-section of public managers: William Ruckelshaus and the Environmental Protection Agency; Jerome Miller and the Department of Youth Services; Miles Mahoney and the Park Plaza Redevelopment Project; David Sencer and the swine flu scare; Lee Brown and the Houston Police Department; Harry Spence and the Boston Housing Authority. Their work, together with Moore’s analysis, reveals how public managers can achieve their true goal of producing public value.

While the strategic dynamics in the IOR are complex and involve many powers there is little doubt that the “strategic triangle” involving the US, China and India is one of the key traditional security issues facing the IOR. Given Sri Lanka’s geopolitically significant location in the IOR this strategic triangle is bound to have an impact on its national interests and security. The central questions raised by this volume are the following: What are the prospects of competition and cooperation within the strategic triangle? What structure or pattern will the triangular relations assume? How can stability be maintained in the triangular relationship in the interest of peace in the IOR? and What would be the impact of this strategic triangle on a small country such as Sri Lanka situated in a geopolitically significant location in the IOR? The dynamics of the US-China-India strategic triangle in the IOR will be complicated, containing elements of both competition and cooperation. The research contained in the substantive chapters of this volume present a multiplicity of views on the possible patterns that the strategic triangle can assume. Based on Harry Harding’s typology of the strategic triangle in international affairs, these include: one mediating the conflict between the other two; two-against-one; and all-working-together. The multiplicity of patterns that the strategic triangle could assume indicate that there is likely to be considerable fluctuation in its structure. What is important in maintaining stability is that the competition is not allowed to become unmanageable, and the fostering of cooperation based on common interests. The US-China-India strategic triangle poses Sri Lanka as a country situated in a geopolitically significant location in the IOR with both challenges and opportunities. The most fundamental challenge is posed by the tendency of each of these three major powers to subordinate Sri Lanka to their grand strategic objectives and interaction with each other. The fundamental opportunity presented to Sri Lanka by the strategic triangle is that of using its geopolitical importance to each of these three major powers by virtue of its location in the IOR to its own advantage in a way that best serves its national interests.

Mark H. Moore’s now classic Creating Public Value offered advice to public managers about how to create public value. But that book left a key question unresolved: how could one recognize (in an accounting sense) when public value had been created? Here, Moore closes the gap by setting forth a philosophy of performance measurement that will help public managers name, observe, and sometimes count the value they produce, whether in education, public health, safety, crime prevention, housing, or other areas. Blending case studies with theory, he argues that private sector models built on customer satisfaction and the bottom line cannot be transferred to government agencies. The Public Value Account (PVA), which Moore develops as an alternative, outlines the values that citizens want to see produced by, and reflected in, agency operations. These include the achievement of collectively defined missions, the fairness with which agencies operate, and the satisfaction of clients and other stake-holders. But strategic public managers also have to imagine and execute strategies that sustain or increase the value they create into the future. To help public managers with that task, Moore offers a Public Value Scorecard that focuses on the actions necessary to build legitimacy and support for the envisioned value, and on the innovations that have to be made in existing operational capacity. Using his scorecard, Moore evaluates the real-world management strategies of such former public managers as D.C. Mayor Anthony Williams, NYPD Commissioner William Bratton, and Commissioner of the Minnesota Department of Revenue John James.

Supply Chain Strategy and Financial Metrics is a step-by-step guide to balancing the triangle of service, cost and cash which is the essence of supply chain management. Supply chains have become increasingly strategy-driven, and this Supply Chain Triangle approach puts the supply chain at the heart of the strategy discussion instead of seeing it as a result. Supply Chain Strategy and Financial Metrics fully reflects the 'inventory' or 'working capital' angle and examines the optimisation of the supply chain and Return on Capital Employed. Including case studies of Barco, Casio and a selection of food retail companies, this book covers building a strategy-driven KPI dashboard, target setting and financial benchmarking. Regular examples and diagrams illustrate how different types of strategies lead to different trade-offs in the Supply Chain Triangle. This ground-breaking text links supply chain, strategy and finance through financial metrics, therefore creating value for the shareholder. Online supporting resources include worksheets covering basic financial concepts such as cash flow and working capital, with example data sets and guidelines/exercises to make it interactive.