Edited by Stephen P. Osborne and Louise Brown
Chapter 14: Strategic management and change in the public services
Change and innovation in the public services are often poorly managed. A survey of senior civil servants in the UK found that only a third of them judged their departments to be good at managing change (Capability Reviews Team 2007, p. 31). In this chapter we look at the case for using strategic management as a tool for change and innovation. Can strategic management produce successful change and innovation, and how does it do this? Strategic management is often seen as having developed from strategic planning. Berry (2007, p. 332) has stated: ‘Strategic Management involves taking the strategic planning process and extending it into an ongoing management paradigm of anticipating and managing organizational change and environmental uncertainty.’ For practitioners strategic management is also linked to change and innovation in the public services. Box 14.1 shows some of the outcomes in the minds of senior civil servants and public services leaders when trying to develop and deliver strategic plans in government. In general these outcomes imply change and innovation.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.