They say that elections are a festival of democracy. But when it comes to the election campaign, it would be more appropriate to say that it is a carnival of democracy. Like in a real carnival, most actors have donned masks and attract attention by pretending to be something they are not. In just a few days, we will also have a carnival of disguises in responsible economic strategists who assure us that they know exactly what they will do if the audience gives them the opportunity to be the winners of the carnival. Exceptions aside, for the most part, it is a hastily compiled list of promises in the style of ‘something for everyone.’ Generally, these are works that hide a lack of quality and innovation with quantity. Some have written programs of a hundred pages, others have 46 measures they will implement the day after they form a government. The third group has collectively come up with 67 measures.
To make the masquerade more convincing, they have neatly organized them into six or seven chapters. Here and there, a good idea appears, but it is very likely that, in the panic of forming a government and the tsunami of problems that will flood the new ministers, they will get lost in the wilderness of Banski dvori.
First, the Resignation is Written
If there are still two days until the Saturday pre-election silence, here is an opportunity for the chronicler of economic events to don a mask. Let’s say, the mask of the next prime minister. I emphasize that I have no experience in state administration, nor do I have the will to ever participate in it, so this is just a carnival-allowed fantasy. So, first, I would write a resignation letter. And I would place it in an envelope in a visible spot, to remind me every day that both compromises and calculations have their limits.
Second, I would reread several business books that describe the rules of change management (change management). Simplified, determine three to five priority projects on which I would either pass the exam or gloriously fail. The rules say that first, a sense of urgency for some, as they say, reform must be created in public (and not release trial balloons through the media and, if the idea does not please the people, give up). Then create a critical coalition of stakeholders ready to implement the change. The third step is to clearly define goals and deadlines. The fourth phase is dedicated work on that change. And when the announced is achieved, celebrate success. And with the capital thus acquired, start a new project.
Simplified, instead of a ‘shotgun approach’ doomed to failure, apply a sniper approach. Now I can already hear the Leader’s journalists responding to the editor: ‘Editor, give an example!’
