Alex Glennie – Nesta
Innovation is often discussed as a very abstract process. People are, of course, involved, but they are slightly impersonal people, components of the innovation machine, not fully rounded agents. That’s a caricature, but not a wholly unfair one, and the caricature makes it less obvious than it might otherwise be that we need to look beyond the roles to the people who play them.
This post addresses that head on, focusing on the four specific ideas flagged in the title. None of them sound dramatic or revolutionary – and that is perhaps the point. They won’t solve the problem, but they are all useful ways of doing things better, and they are all well worth folding into approaches to innovation.
Digital government is both something and nothing. It is something because there’s no denying that people use the phrase and think they mean something by it. Digital technologies are a distinctive driver of change in modern societies and economies and they make things possible that would be otherwise harder or not feasible at all. Filing cabinet government. carbon paper government and even mainframe government are all very clearly different from digital government. And yet digital government is nothing. Precisely because digital is everything, calling something digital doesn’t add much to understanding, but draws attention to the technology, which is simultaneously vitally important and not the thing which really matters.
But given that the phrase is not going to go away, some clear-headed thinking about what we should understand by it and how we should apply is highly desirable. And that is precisely what this paper offers. It’s a draft open to public comment, so very much still evolving, but it’s already a useful overview. It neatly and successfully avoids the traps of equating digital with technology and digital uniquely with service design, but is slightly less successful in avoiding the suggestion that digital is done by digital teams.
Fifty year old documentaries are not the staple of Strategic Reading, but this one is an intriguing insight into thinking about the future – a future which has of course become our past and present. It was made just a few months before the Boeing 747 went into service: the physical plane was very real, the implications for wider service design were very uncertain.
There’s an intriguing clip early on where the head of the Royal Aircraft Establishment observes that over the then half century of passenger flight, planes had doubled in size every ten years. The 747 fits that trend perfectly. Extrapolating to the next century, muses the Director, that would imply planes carrying 10,000 people. And you can hear in his voice both confidence in the trend and doubt about its implications, battling for dominance.
Half a century on, we know that it was right to doubt – the 747 was in some important ways on the inflection point of the growth curve. Planes haven’t got faster or higher or more comfortable since then, and they haven’t, with the brief and apparently aberrant exception of the Airbus 380, got any bigger.
That brings Herb Steins’ great line to mind, ‘If something cannot go on for ever, then it won’t’, and that in turn is an important reminder that in thinking about the future, it is unwise to assume that exponential change is unconstrained and indefinite.
Meanwhile, stay with the documentary to stumble across the world’s only vertical take off passenger plane, developed at the same time as the 747, but never quite attaining the same dominance of the skies.
Tom Symons – Nesta
Nesta wants to reimagine government, and invites anybody to have a go. This post is a call for contributions, looking beyond the immediate constraints of austerity (explicitly) and Brexit (implicitly).
We are interested in views which challenge existing orthodoxies, as well as those which take current trends, technologies or ideas to a new frontier. For the purposes of this collection, we have no fixed view of what future government should look like. We bring an open mind and hope to be challenged and surprised.
The challenge is a good one and it will be interesting to see what ideas emerge. Some, no doubt, will be visionary descriptions of what might be possible, of what ambitions we might set for ourselves. But it would be a good balance if some at least also contained an account of how it might be possible to get there from here.