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Great first day at CWS Summit where we are with talking to public sector colleagues about our Agency Staff solution. Find out more at




Space for Smarter Government Programme discussing the importance of user case needs and bringing value to by opening data for their use




⁩ chair group demands to address transnational governance for based on declaration and in its document ⁦













Discover how organizations are making an impact with user centered design in this on demand webinar:




Understanding how agencies operate and how they proceed with procurement is a boon to any private-sector vendor who seeks to build a partnership with transit agencies.




Our new Local Digital Skills Partnership (Local DSP) will bring together , orgs & the 3rd sector to focus on how best to ensure the need for these vital skills is met across the South East.




accelerate, simplify and underpin the making of good choices for the , aside from organisations why haven’t we seen the uptake that has been expected? Get into the IT fast lane with purchasing frameworks. Read our blog




Take a short break and make DoubleTree by Hilton Lincoln your base. Explore an array of attractions such as Lincoln Castle or shop ‘til you drop in the bustling and infamous ‘Steep Hill’. To save up to 30% book here:




Do you want to learn how to unlock all of the value in your and discover transformational insights that enrich every decision? Register today for the Qlik Public Sector Analytics Summit on April 4th!




How is the faring in today's landscape? Download our free report and see how organisations can optimise their :
















Do you want to learn how to unlock all of the value in your and discover transformational insights that enrich every decision? Register today for the Qlik Public Sector Analytics Summit!




Spare a few mins to complete the annual online engagement survey and discover what 2019 looks like for your sector 👉




As investment in digital infrastructure in the rises, will explore the pitfalls during and negotiation of major IT/ERP contracts, with practical tips for options at



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1st visit

What is branding, and what can it do in the public sector?

Should it even be called a brand, or identity, and what’s the difference? Could we call it something else?

Is every service a brand, unintentionally or not, or is it a brand when actively taking actions to be perceived in a certain manner?  

How can a branding process influence culture within a big organization?

How do you ensure commitment and a successful implementation?

How to capture the essence of an organization and reduce it to a few brand value words? To make it fit the past, but still, stretch or strive for a vision. Meaningful, yet flexible.

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Our Customer Energy Solutions Group aims to connect NY’s public sector with innovative products & services.

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#iongettired #rarrigates #network #networkinstall #publicsector #privatesector #strictlybusiness

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Our Public Sector Challenge… Is time running out for its sound values of courage and adaptability to give birth to vital new Value Propositions?

In your heart, how convinced are you that the current approach to managing the economic pressures across our precious public services is right for our Nation, our Citizens or indeed the vast majority of our World-class Public Servants?

In your head, would you not agree that faced with the need to reduce budgets by over 30% in a four year period, the scale of the challenge is immense? Have you noticed how, perhaps not unsurprisingly, many public sector organisations have rummaged through the recessionary cabinets and dusted off the 20th Century MBA toolkit and honed-in on “the answer” to be found in the chapter on “austerity and downsizing”? Have you then observed how many have then embarked upon a rigid path of deploying the tools and techniques all aimed at treating the symptoms rather than the illness? Would you agree with us that this is the description of a safe and tested model that is the default position for management? 

Crude tools such as recruitment bans; training and travel budget restraint; annual budget efficiency targets; voluntary severance & early retirement initiatives; service cuts; closures; redundancy;  wage restraint  and passing the cost onto the citizen/customer are all measures currently being deployed. Oh … and let us not forget to mention, the all-saving, -hallowed, and -revered principal tool of LEAN-ing the organisation. While some of this may have felt necessary, it is unlikely to be sufficient.

The reactive adoption of this toolkit, whilst understandable, is seen by many of those that we speak with as self-preserving, unimaginative, out-dated and, crucially, counter-intuitive to the values of our public sector. Perhaps that’s why there is so much opposition to them? People see the metaphorical hammers, saws and chisels for what they are… and maybe also for what they have always been! This could be especially so when we try to align and compare the impact & outcomes these tools and techniques generate against the values of our public services. For anyone who looks carefully at the way the financial pressures are being managed and notices the complete lack of imagination and creativity in the response, it begs the question “Who is actually serving who?”

But this default application of the standard toolkit  does not need to be the automatic choice of those “in charge”! They could, and we would argue, should be looking at all opportunities and options in the context of what is now a fast-moving and highly volatile operating environment. The world has changed since the 1980s when the standard recessionary toolkit was last deployed.

The problem with the current approach is that it is sucking-up the existing resources trying to sustain an operating model that is no-longer affordable, is too inflexible and is actually holding back our Nation’s Economic Recovery.

Our point of view is that the current approach to addressing the public sector challenge, pursued since 2010 represents an incredibly damaging and divisive period of lost opportunity!

While we acknowledge that the terms and conditions of some public sector workers have been preserved, our question remains: have we seen our public sector leaders boldly go after, explore and pursue solutions that live up to our world-class public sector values? Our vision is that more and different can be done with less.

Our aspiration simply isn’t possible by following 20th Century rigid management regimes and doctrine. We don’t believe that there is anything fair, equal or inclusive when some employees are being asked to leave the organisation and others are still, receiving pay awards, bonuses overtime and additional allowances. We are clear that there is nothing citizen-centred about cutting services, closing facilities or asking hard pressed families to pay more to protect the status quo.

Our public sector leaders should be above self-preservation and self-protection and should be championing the values of pure equity, fairness, citizen-centred choices, and inclusivity. The last thing we as a society should be doing is trying to protect the status quo at all costs.

The first piece of grit that we would like to offer into the oyster-like status quo is the notion that our public sector leaders should be actively exploring solutions and evaluating new Value Propositions which in turn may extend to new operating models.

Our second piece of pearl-potential is that our public sector leaders should be testing the assumptions & thinking that lie behind our existing ground rules in order to reflect on how best to utilise all of the talent and resources available to them to look for options…

… for options that align more closely with our stated values and strategic intent of:

  • Protecting and creating jobs for the many;
  • Exceptional service -  Serving Society, the Nation and our Communities;
  • and Allowing precious and finite resources to be deployed to maximum effect.

We know from hard research that there are options for “the grown-ups” to consider that will avoid:

  • job losses
  • cost increases
  • service cuts and closures and
  • will still reduce our national debt!

How do the plans in your “neck of the woods” stack up?