Public Sector Transformation in Mongolia: From Functional Management to Process-Based Management and its Impact on Small and Middle Business Development

Abstract

Public organizations in Mongolia are under increasing pressure to modernize and deliver services effectively. Many attempt to adopt results-oriented and process-based approaches. However, instead of dividing their strategies and operations into a clear logical framework and levels, they often implement a hybrid system where functional structures are only partially combined with process-based elements. This creates confusion, overlapping responsibilities, and weak accountability. The consequences extend beyond the public sector. Because Mongolia’s small and middle businesses depend heavily on government planning, regulation, and support programs, the hybrid and inconsistent management practices of public organizations directly influence their growth and competitiveness. Moreover, since people and organizational culture change only slowly and inconsistently, the inefficiencies persist. The only sustainable solution is digital transformation, which embeds structured processes into technology platforms, ensures continuity independent of individual behavior, and aligns public and private sector actors toward transparent, efficient, and measurable results. This paper explores the transition from functional to process-based management in Mongolia’s public organizations, its influence on small and middle business development, and the critical role of digital transformation as the long-term enabler of effective change.