At a time when some are feeling a sense of government blogging getting more sanitised and homogenised, it’s good to come across a post so clearly connected to the real experience – good and bad – of people who, as a result, still sound like people.
This post is worth reading for the substance as well. The question of how we best bring together the skills and experience of people expert in government and policy making with the pace and perspective of people expert in service design and solution delivery is one which is still very much with us. The founding premise of the one team government movement was that those two groups each have much to learn from the other: this post illustrates both the power of that insight and how hard it is to act on it systematically.
One quibble with the argument is the way the word ‘digital’ is used. There is a sense that agile, customer-focused, design-led approaches are somehow digital while, by implication, not-digital things are based on different and inferior approaches. That’s not wholly wrong – but it’s not wholly right either, and doesn’t encourage the melding of approaches rightly being suggested here. Success is more likely if it is not ‘digital thinking’ which is dispersed across the organisation, but approaches to problem solving which are valuable in their own right.