Comments on: Why Vogue is like the welfare system http://publicstrategist.com/2009/12/why-vogue-is-like-the-welfare-system/ Working to make government work better Fri, 16 Jul 2010 14:56:07 +0000 hourly 1 http://wordpress.org/?v=abc By: How do we make the UK Government Barcamp become its title? | Public Strategist http://publicstrategist.com/2009/12/why-vogue-is-like-the-welfare-system/comment-page-1/#comment-1536 How do we make the UK Government Barcamp become its title? | Public Strategist Tue, 26 Jan 2010 08:25:23 +0000 http://publicstrategist.com/?p=889#comment-1536 [...] on the margin (and for more on the sorts of issues I am referring to here, see my recent post on Vogue and the welfare system, the posts linked from that one, and indeed this blog in [...] [...] on the margin (and for more on the sorts of issues I am referring to here, see my recent post on Vogue and the welfare system, the posts linked from that one, and indeed this blog in [...]

]]> By: Martin Stewart-Weeks http://publicstrategist.com/2009/12/why-vogue-is-like-the-welfare-system/comment-page-1/#comment-1442 Martin Stewart-Weeks Wed, 13 Jan 2010 12:35:52 +0000 http://publicstrategist.com/?p=889#comment-1442 So, would it be possible to find one or two public agencies willing to offer themselves as 'sand pits' in which a full workflow redesign process could actually be done? I really like the insight that emerges from the magazine/public sector reform analogy, but the problem is that it arrives where we always arrive - at the apparently impregnable stubbornness of the underlying 'geology' of public sector processes and workflows. How do we push past that and have a go at following the logic of the implication articulated in this piece? So, would it be possible to find one or two public agencies willing to offer themselves as ‘sand pits’ in which a full workflow redesign process could actually be done? I really like the insight that emerges from the magazine/public sector reform analogy, but the problem is that it arrives where we always arrive – at the apparently impregnable stubbornness of the underlying ‘geology’ of public sector processes and workflows. How do we push past that and have a go at following the logic of the implication articulated in this piece?

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