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My focus and that of all members of the Government responsible for delivering services to the public is to make sure that the public sector can use all the skills it needs to do the job the public wants it to do.

In business, the idea of measuring what you are doing, picking the measurements that count like customer satisfaction and performance... you thrive on that.

In organizations, once you articulate how success will be measured, everybody tries to game the system so that they are measured in the best possible way.

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop.

I have principles in my professional and personal life as to how things are done.

I know how businesses work and what government can do to help lay a strong foundation for the private sector.

From the very start, I thought there were four key principles that the agency should focus on: driving private investment, driving innovation, promoting competition, and protecting consumers.

There are people in the public sector with a range of experiences that have no equivalent in business, but are essential to governing, like keeping a kid in school or helping someone get and hold a job. The value of those skills can't easily be measured against a bottom line.

I believe we can accelerate our acumen, performance and success by leveraging our associations and spending time with people better than us.