Implementing Change in a Clash of Cultures
Chapter 7: Next Steps: Implementation
The Eﬃciency Unit’s job was done. Producing the report and getting it accepted had been hard but past experience demonstrated that implementation was the weak point in changing the Civil Service. The new project manager was faced with a Herculean task. The Prime Minister had announced that his job was to implement the report’s recommendations ‘successfully’; the atmosphere was hardly encouraging. The Treasury remained suspicious and unhelpful. He was expected to produce fast results and had to start from scratch. He needed staﬀ, an oﬃce and a programme. The Eﬃciency Unit could give him the results of the work on the twelve pilot agencies, the background work done the previous year and the working papers produced in the early months of 1987. The Eﬃciency Unit team had departed. Sir Robin Ibbs was leaving his role as Adviser to the Prime Minister. Karen Caines and Andrew Jackson had left the Eﬃciency Unit and I was coming to the end of my term there. There has been much discussion of what happened, but the simple outlines demonstrate how valuable a moderate amount of forward planning, determined management and a clear sense of overall direction are. Academic work has been done on the development of particular agencies as they have adapted to the changes imposed on them by the new agency structure (for example, Greer, 1994). The Child Support Agency, the ﬁrst organisation to be set up from its start as an agency, faced exactly the problems foreseen:...
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