In reality, while the study and implementation of resolutions have been carried out systematically and seriously in many places, the execution phase has not been truly effective. Some major policies have been fully understood, but their concretization into programs and plans has been slow; the gap between "saying" and "doing," between "determination" and "results" remains. This has directly affected the effectiveness of task implementation.
A new aspect of this directive is the requirement for evaluation based on concrete results. This also represents a significant shift in leadership and management methods, aligning with the development requirements of the new phase.
In Hanoi , this spirit has been concretized through many clear steps. The city proactively reviews its tasks, selects the right breakthrough areas, and develops action programs with specific goals, targets, and roadmaps. Many management and operational processes have been streamlined. The handling of administrative procedures is gradually shifting from a "management" mindset to a "service" mindset, contributing to increased satisfaction among citizens and businesses.
It is noteworthy that Hanoi's approach goes beyond simply "having a plan," placing particular emphasis on "achieving results." From the city level down to the grassroots, many implementation models demonstrate that when responsibilities are clearly defined, the principles in the resolution quickly translate into concrete actions, creating substantial changes in social life.
However, the requirements for this new phase are not just about creating initial changes, but also about maintaining sustainability and going deeper. This requires continued improvement of the implementation mechanisms, and a thorough elimination of formalistic, scattered, and responsibility-evasive behaviors.
To truly implement the spirit of "using practical results as a measure," it is first necessary to continue improving the substance of action plan development according to the "six clear principles" (clear person, clear task, clear time, clear responsibility, clear product, clear authority); while ensuring the requirement of "real work, real progress, real effectiveness." This is a management requirement and also a discipline to ensure that each task has a responsible party and specific evaluation criteria.
At the same time, it is necessary to link the responsibility of the head of the organization to the results of task implementation. Accordingly, the head of the organization must bear ultimate responsibility for the effectiveness of implementation. The evaluation of officials must also continue to be reformed in a substantive direction, linked to work efficiency.
Furthermore, policy communication needs to be significantly reformed. Resolutions only truly come to life when they are correctly understood, agreed upon, and actively implemented by the people. Therefore, it is necessary to shift from one-way propaganda to increased dialogue, explanation, and clarification of the benefits and responsibilities of each stakeholder in the implementation process.
More importantly, grassroots practice must become the testing ground for the effectiveness of the resolution. All policies and guidelines are only truly valuable when effectively implemented at the grassroots level, where they are closely linked to people's lives and business operations. Good models and effective practices should be summarized and replicated. Any difficulties or obstacles that arise must be promptly addressed.
From understanding to action, and from action to concrete results, is the measure of leadership and management capacity in the new era. Each resolution, implemented through clear mechanisms, with specific responsibilities and verified by practical effectiveness, will create a solid foundation for Hanoi and the whole country to develop rapidly and sustainably.
Source: https://hanoimoi.vn/lay-thuc-tien-lam-thuoc-do-ket-qua-749171.html
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