This interesting post steps back from the detail of digital teams in governments around the world to ask in a more general way where to go next. Once the team has been established, once the early battles won, once the first examples of what better looks like have been produced, once at least some form of stable existence has been achieved – what then?
The post is partly a reflection on ways of embedding change in government – by exerting control, or by building consensus – and partly a recognition that some of these teams, including the GDS in the UK, are facing both the easiest and the hardest stage of their existence. Easiest because a degree of maturity has been established, delivery has been demonstrated, and the voices suggesting that the whole thing is a waste of time are quieter and fewer. But hardest because those early deliveries have a tendency to be superficial (which is not at all to say simple or easy): they sit on top of structures and functions of government which remain fundamentally unchanged. That’s been apparent from early on – this post, for example, argued six years ago that the superstructure cannot determine the base. That mattered less in the early days, because there were other things to do, but is critical to the future of government.
And that’s more or less where Eaves and McGuire end up too:
Behind us is the hard part of starting up. Today is about building capital and capacity. What’s next in the mid term…? A long slow battle over what the structure and shape of government will look like. And making progress on that I fear will be infinitely more difficult and painful than improving services on a project by project basis.