Originally published @ 12:00 pm, Mon 25th Oct 2010
If there’s a myth that might be hampering Britain’s ability to improve, it’s the one that says private sector businesses are efficient because they have to be and public sector delivery isn’t because it doesn’t have to be.
It hampers us because it leads us to ignore the need to improve management and organisation within the private sector.
Frustrations, such as the inability to take advantage of research in green or sustainable development technologies to generate new businesses and local jobs. Disappointments such as businesses getting ready in haste to dismiss staff who they judge have not shown their citizenship entitlement (in response to a UKBA check). It all re-iterates what many of us who’ve worked in the private sector experience. Poor execution. Poor judgement, communication, energy and effectiveness. I could go on.
The point is not as to which sector is better (even if we might like more public ownership and co-operatives to recycle profits more directly to the benefit of the public and the workforce).
The point is to aim high across all the sectors; and to meet the challenges and opportunities of the future in partnership.
We’ve learnt enough from reform of schools and local government that more regulation is not always the best approach, even if sometimes it’s necessary.
Much better a framework of self-assessment and risk assessment & risk management that supports ambition, planning, performance management, a better culture, better capability and the right capacity to prompt better management and better outcomes.
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