Faith in Systems or in People: Leadership, Change Strategies and Innovation in the Public Sector

Abstract

The debate on public sector reform continues to be focused on policy, restructuring and targets rather than on the practical aspects of a new public framework that will support providers to implement change and transform public services. The challenge for government, as it has been since 1997, is how to create the conditions for innovation and service transformation. It is no longer enough to develop business models that will organise services more efficiently; public sector reform also requires an energising of people and democratic relationships. A reliance in government on centralised change levers and a faith in systems rather than people has led to modernisation becoming a technical process, detached from regional and local energies. The divide between national and local stakeholders has resulted in good policies being driven by a lack of concern for relationships across the public system, particularly between central and local players. It is government that sets the scene for reform through its policy, funding and performance management, yet too often Whitehall and politicians take themselves ‘out‐of‐the‐frame’ when conducting analysis. This article argues that modernisation levers are contested by many stakeholders, that government and its administration are critical stakeholders and that it is time to reconnect the local with the national in transformation.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 5 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.