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in their organisation? Even if they manage to implement it their careers aren’t rewarded.” (Management consultants group)

  • 37.

    In comparison with the private sector:

    • o

      “Good staff get looked after more in the private sector.” (Management consultants group)

      • o

        “And the lack of personal reward. In the private sector, people who drive through these projects are rewarded; they get bonuses. Individuals are recognised.” (Business group)

      • o

        “I think the idea that innovation is good for the individual is missing here.” (Management consultants group)

  • 38.

    In our survey, the primary barrier was reported to be reluctance to

embrace new ways of working. However, the next most reported barrier was working with stakeholders or private contractors. Comments on this included:

  • o

    “I can only think on that, . . . it is people who have entered into contracts with the private sector and they now feel are limiting their ability to innovate, as they are bound to long-term contracts which they can’t change.” (Management consultants group)

    • o

      “I suppose the interesting thing about that is, if the reason is because of the contract specifications they have with private contractors. That’s an interesting finding in terms of Gershon because there is a feeling that it’s going to go more in that direction. If civil servants are feeling that they’re not able to innovate because they’re constrained by those contacts, then that’s got some quite worrying implications for the future.” (Management consultants group)

Impacts of our nominated innovations

39. When looking at reported impacts in our survey, improving service delivery and improving responsiveness were the most likely to be reported as having high or very high impacts. This seemed right to our participants:

    • o

      “For government these days, delivery is obviously the big thing so its not at all surprising that you have got innovations to do with better delivery of public service.” (Mid-level civil servants group)

      • o

        “Senior managers are incentivised because that is part of their job and at the end of the year they are appraised to the extent they have achieved innovation . . .” (Mid-level civil servants group)

  • 40.

    Towards the other end of the scale, reducing core costs and improving

the work life of staff were more likely to be reported as having low or very low impacts. Impacts around the customer or end user did not appear:

  • o

    “One glaring thing about this is ‘customer satisfaction’. Where is the data that shows that these innovations led to an improved experience of customer service? I suspect that data is not there. For many departments of course the customer varies. . . . ‘improving services delivery’ it’s good that it’s at the top, but ‘reducing core costs’ ought to be the part of the same equation. Because it implies that you can


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