Making The Department Of Government Efficiency Work

The announcement of a new Department of Government Efficiency (DOGE) under the leadership of Elon Musk and Vivek Ramaswamy has generated significant buzz. While some critics have questioned the wisdom of dual leadership, this structure actually makes practical sense given Musk’s numerous other commitments. However, for this unprecedented experiment in government reform to succeed, several critical challenges must be addressed.

First, DOGE’s unusual position outside the federal government presents both opportunities and risks. Unlike some more traditional government oversight bodies, such as Mississippi’s occupational licensing review commission—which operates within the executive branch of the state with statutory authority to mandate regulatory changes—DOGE will lack formal power to compel agencies to implement its recommendations. Its influence will therefore depend heavily on Musk and Ramaswamy’s ability to leverage their political capital and maintain President-elect Trump’s active support for their initiatives.

The department’s effectiveness will hinge on establishing credibility that transcends partisan divisions. With its mandate ending in July of 2026, skeptics might simply wait out its tenure. To prevent this, DOGE must build a reputation as a serious, bipartisan reform effort rather than merely a right-wing project. This starts with hiring: the department should actively recruit staff from both sides of the aisle.

DOGE should also carefully choose its battles. Rather than tackling politically charged issues like entitlement reform—which doomed previous efforts like the Simpson-Bowles deficit reduction commission—it should focus on addressing widely recognized inefficiencies. One promising area is the reduction of administrative paperwork burden, which costs Americans an estimated $187 billion a year and 12 billion hours annually in compliance time.

This focus on paperwork aligns with what Harvard scholar Cass Sunstein calls “sludge”. In some cases, sludge includes requirements that prevent citizens from accessing government programs that could benefit them. Republicans may see sweeping away this red tape as expanding government, but doing so in narrowly-targeted areas will be critical to earning buy-in from the opposing party.

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DOGE must also navigate workforce reform carefully. Instead of antagonizing federal employees through mass terminations, DOGE should pursue natural attrition by reconsidering remote work policies and implementing selective hiring freezes. The administration’s already-confrontational approach to the “deep state” through controversial appointments may satisfy short-term political instincts, but it will ultimately undermine DOGE’s mission. Having won both the popular vote and electoral college decisively, Trump has an opportunity to build constructive relationships with the federal workforce—these will be essential allies for implementing his reforms.

DOGE should also avoid duplicating existing oversight functions. The Government Accountability Office (GAO) already produces excellent analysis of government inefficiencies. Rather than competing with GAO, DOGE should leverage the office’s research while focusing on implementation. The department’s unique value proposition will come from driving change through high-profile leadership and political momentum, not just producing more reports.

Success will require maintaining focus on these non-partisan, technically sound reforms. DOGE should identify clear instances of government failure that resonate across political lines. Social issues like abortion policy should remain firmly off the table.

The experiment in government reform through an external efficiency department is unprecedented at the federal level in the United States. Its success will depend largely on the personal effectiveness of its leadership and their commitment to pursuing reform through reasoned, bipartisan approaches rather than waging ideological warfare. While the challenges are significant, DOGE has a genuine opportunity to drive meaningful improvements in government operations—if it can maintain its credibility and focus on achievable reforms.

The administration has created a unique vehicle for government modernization. With the right strategy, DOGE could pioneer a new model for bureaucratic streamlining. Whether it becomes a transformative force for positive change or another failed commission will depend on how skillfully its leadership navigates these early challenges.