government

📅 Daily Note: November 25, 2025

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Katherine Wastell – Every organisation has some madness:

If everyone spots the problems but no one takes responsibility, things will only get worse. Accountability is the difference between taking a step forward and staying stuck. It takes one brave team to break the cycle.

Full of great insight (via Ben Unsworth).

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Polly Mackenzie – Iconoplastic – a made up word for an important idea:

In other words, it’s not just bureaucracies that resist innovation. It’s innovation that resists bureaucracies. Proof if you need it: a few months ago I had the privilege of attending a conference on the government’s (great) Test Learn and Grow programme, designed to accelerate place-based public service reform. The word ‘Grow’ was missing from half the slides in the presentation.

(via Ben Unsworth)

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Ross Ferguson – An appreciative review of the ‘refreshed’ Digital Strategy for Scotland:

What is good are the references to improving capability in the civil service and not just capacity. The focus is not just about technical skills, but maturity, confidence, and application of digital tooling and ways of working generally across the workforce. Shared approaches, targeted support, and leadership as well as delivery capabilities will all benefit the holistic approach that is needed.

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“CivTech is a Scottish Government programme that brings the public, private and third sectors together to build things that make people’s lives better.”

(via Ross Ferguson)

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📅 Daily Note: November 7, 2025

Ash Mann – The discipline of focus, what makes a digital strategy work:

Good digital strategies aren’t long documents or laundry lists. They’re about ruthless focus – choosing a clear direction and sticking to it, even if that means letting go of attractive ideas.

(via Neilly)

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Digital identity and the UK government’s announceability problem, by Richard Pope:

In the search for announcibility, tying it to the issue of immigration, and allowing the language of a singular ‘ID card’ to permeate, the government appeared to abandon the radical incrementalism and replace it with the sort of big bang tech announcement we all hoped were of the past. It also risked creating inertia for those teams in government who are already delivering. The inertia created by competing priorities, combined with a very particular, British, passive approach to calling out those contradictions, is toxic to delivery in the UK civil service.

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Lloyd nicely links to my newsletter but also points out the hideous URLs it produces for the web version. He’s right, but I am not sure what to do about it.

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I’ve always been leery of the Jetpack plugin – for some reason I can’t remember – but this article has made me consider reconsidering.

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Essex County Council has some excellent guidance around creating forms.

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📅 Daily Note: August 7, 2025

AI in Adult Social Care – guidance for adult care providers on the use of AI.

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Giles shares “examples and links about working in the open and agile communication”.

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Service mapping: building transparency, trust and transformation together on the Public Digital blog.

Service maps aren’t just tools – they’re catalysts for transformation. They clarify complexity, foster collaboration and enable informed decision-making. They help organisations navigate the challenges of transforming and continuously improving their services. We worked with Defra’s Farming and Countryside Programme (FCP) to develop a service map and a set of service outcomes.

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Blood, Sweat and Roadmaps by Maarten Dalmijn:

Your roadmap is like an indicator species that reveals all the organizational dysfunctions in your organization. The roadmap is where business and tech meet, where your vision and strategy collide with your execution and teams. The roadmap is where departments and business units compete with your teams and other organizational priorities.

via Steve.

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Steve Messer: Don’t just keep the lights on, shine bright:

Platform products, built by government for public sector organisations, are intended to be better, cheaper and preferable to competitors. If an arms-length body or small government organisation has to choose between a private-sector platform or a platform built by government, both of those platforms are in a market. The arms-length body will choose which platform to use based on the features offered, the price, the complexity of integration, design, accessibility, and loads of other factors.

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Alan Wright – Jobs to be Done surveys:

As a product manager, one of my favourite ways to prioritise problems to solve for users is to understand their Jobs to be Done (JTBD). The best way to get this data is by having conversations with many users, but this is not always something users have time for. Surveys are a great complimentary method to gather this data quantitatively and quickly. In this post, I share the thinking behind the Jobs to be Done survey I have been running with users in my current role.

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📅 Daily Note: July 11, 2025

Digital and mission-driven government: digital, burdens and networks – Richard Pope’s first essay of three looking at how his Platformland thinking “can provide a unifying role in the successful delivery of the government’s missions”.

In the digital age the answer is more subtle: using technology and digital-age design to systematically eliminate ‘administrative burdens’, one by one.

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How is it that I keep seeing these posts where people have made all these cool things with image generation AI, and I only ever get absolutely terrible results?!

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Is it worth bothering with LinkedIn articles any more? Seems easier and more engaging to just whack even longer form content into posts, as long as it fits into the character limit (3,000 or 500 words or so).

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James Plunkett: How to save bureaucracy from itself

I’m struck by how common it is these days to hear people working in government say some version of ‘bureaucracy is broken’, ranging from senior civil servants to political appointees.

These are thoughtful people, so their point isn’t that everything in government is broken. They’re just saying that the problem runs deep — that it’s not enough to try harder, or to run things better, because at least part of the problem relates to the logic by which bureaucracy functions.

If that’s right, what do we do about it? A principle I find helpful is the idea from systems theory that when a system fails we need to work at the level of the problem.

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Tom Loosemore: behind the scenes of the Universal Credit Reset – really interesting podcast episode.

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📅 Daily Note: December 13, 2024

Dave Rogers answers the question Just what is ‘Test and Learn’?

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Lloyd writes up his experience of new, location based social network thing Mozi. Just like it’s 2008 all over again!

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Anything that helps me (and others) understand Wardley Mapping better has to be a good thing. Here’s Will Larson’s Rough notes on learning Wardley Mapping.

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