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blame culture is a real barrier. You can’t innovate if you are not prepared to fail.” (Senior civil servants group)

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    “ . . . nobody will admit that the project wasn’t successful, so all the projects were successful. So the results of the small pilots, or the projects or whatever they are, are going to be showing success, and of course when you try to roll it out on a wider basis, well that doesn’t follow does it?” (Project manager level civil servants group)

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      “ . . . nobody wants to say we spent 5 years on it, 400 people worked on it, we spent £400 million, and actually we haven’t got anything.” (Project manager level civil servants group)

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      “This culture is not related to project management so much as to money. Failure is a good thing, accept that it will happen. But in the civil service, if it happens you are persona non grata . . . That is an awful culture.” (Senior civil servants group)

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      “ . . . courage to get rid of it and try something else.” (Senior civil servants group)

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      “The best way to be innovative . . . are people who can smell when someone is going to die.” (Business group)

34. An key internal driver to innovation was seen to be making funds available for innovation. This elicited the following comments:

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        “ . . . unless you actually show that that it’s going to cost less than you will bring in by a huge margin, then you’re actually stymied at the first hurdle.” (Project manager level civil servants group)

  • 35.

    In comparison:

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      “From where I’m sitting, if anybody comes with an idea, money is not the first thing we think about. It’s not the driving factor as to whether an idea is accepted. Good ideas will be funded, because they’re logical and sensible and will benefit business. It’s interesting, if there is a pot of money, then we’ll innovate, it’s reverse logic. (Business group)

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        “It doesn’t work like that for us. In fact, we are almost told you’ve got to make things happen with no money. But actually, the extra challenge means that things you do come up with, are considerably more robust.” (Business group)

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        “Another internal factor for me, in terms of innovation, is complete financial transparency. Everybody in my business knows whether my team is profitable or not. And you know if someone is not making money, you take them out. It’s very aggressive financial transparency, I think is a driver.” (Business group)

36. Another aspect was that of rewards, or the lack of them, for civil servants:

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    “ . . . you have to ask ‘are people rewarded for it?’. Are they rewarded for coming up with good ideas; taking a risk. Most innovations need someone to really stick their neck out.” (IT Practitioners group)

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      “The rewards aren’t big enough. The absence of rewards. What is the reward if a civil servant comes up with a challenging innovation

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