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    “We don’t have a big culture of break out time, ideas always being listened to, welcomed, etc.” (Senior civil servants group)

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      “There are some organisations where innovation itself is shunned.” (Mid-level civil servants group)

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      “ . . . it may not be any problem with their intellect - it may not be that at all - they just think that the way they have done it for years is the way that it should be done and that it simply can’t be done any better.” (Project manager level civil servants group)

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      “Take someone like Microsoft. It’s an innovative company, with ideas bouncing round it, coming in from all areas of the organisation. It values learning and innovation but that is its set up. That is not our set up.” (Senior civil servants group)

28. The comparative focus groups also saw civil service culture as a problem:

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    “Changing cultures in the public sector might be more valuable than identifying a system which has a great impact . . . “ (IT Practitioners group)

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      “Projects easily get squeezed out, the ones that are going to be prioritised are the ones that are safer.” (IT Practitioners group)

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      “I think you’ll find there is a very considerable preoccupation with process rather than outcome.” (Business group)

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      “Therefore they are entirely preoccupied with showing they follow process to the letter.” (Business group)

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      “If you turn over the stones in almost any public sector organisation, you will find the way staff are currently paid and measured is directly antipathetic to business trends you want to achieve and that’s a huge problem.” (Business group)

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      “There seems to be a strong reluctance to take forward a new idea that your team didn’t come up with in the first place.” (Management consultants group)

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      “I think they’re being quite honest and putting reluctance to new ways of working up there because I think that is right, I think the culture is still working against them and I think that is quite a fair reflection.” (Management consultants group)

  • 29.

    Culture problems can be put down to leadership:

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      “ . . . leadership talent in the government is rare.” (IT Practitioners group)

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        “I think that would inhibit more people if they don’t get the public support from their Ministers to engage in innovative thinking.” (Management consultants group)

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        “ . . . management and leadership skills has been something that’s quite severely lacking.” (Project manager level civil servants group)

  • 30.

    Or from pressures within organisations around sectors of staff:

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        “Technical things can be seen as the remit of specialists. My department actually runs a staff suggestion scheme and my experience in the past has been that it has been very difficult to break down the barriers that most specialists have and get them to

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