Management Excellence 



Leadership for the Twenty-First Century 



Reinvigorating the Smithsonian organization 



With a promise to lead an "energetic reimagination and re- 

 newal" of the Smithsonian's traditions, Lawrence M. Small 

 was installed as the Institution's nth Secretary on January 

 24, 2000. Small is the former president and chief operating 

 officer of Fannie Mae, the world's largest housing finance 

 company. He has been involved with the museum and cul- 

 tural communities throughout his career. Vigorous action to 

 build a dynamic, contemporary organization marked Secre- 

 tary Small's first year. 



On February 1 1, 2000, he announced a reorganization 

 plan that created five divisions, each unified by shared prior- 

 ities: American Museums and National Programs; Science; 

 International Art Museums; Finance and Administration; 

 and Smithsonian Business Ventures. Over the succeeding 

 months, the Secretary appointed a senior management team 

 that provides leadership for what he terms the "marvelous 

 enterprise that is the Smithsonian Institution," and he out- 

 lined an institutional vision for the coming decade. 



The Smithsonian's leadership took decisive steps this year 

 to strengthen internal systems in support of broader institu- 

 tional goals. The appointment or a new chief financial 

 officer, a new chief technology officer, and a new facilities 



engineering and operations director signaled renewed em- 

 phasis on those areas of operations. 



The newly created Office of Policy and Analysis com- 

 pleted several issue papers that will lead to organizational 

 change. A collections management study that will guide col- 

 lections activities was initiated. 



Other high-priority functions include capital manage- 

 ment, human resources, and relations with government and 

 the news media. 



A dedicated, enthusiastic workforce is key to the Smith- 

 sonian's effectiveness. During the year, the Secretary met with 

 staff throughout the Institution and held numerous town 

 meetings to seek employee feedback and ideas. He also began 

 a popular series of weekly breakfasts, welcoming small groups 

 of staff members to his office for candid conversations. 



Sixty-six percent of the workforce — 4,100 people — re- 

 sponded to the first employee perspective survey, conducted 

 in spring 2000 by Hewitt Associates. The findings revealed 

 that employees are committed to the Smithsonian and be- 

 lieve in its mission, but they have obvious concerns and 

 support the need for improvements. To address these staff 

 concerns, Secretary Small is focusing the Institution's efforts 

 in four key areas: communication, individual performance, 

 management, and organizational infrastructure. In addition, 

 he plans to conduct the Employee Perspective Survey every 

 two years to gauge the progress of rhese efforts. 



