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I've seen the future and it's Norwich: the energy-saving, social housing revolution Should government rethink rules on reinvestment of funds from the sale of their council flats into building ne...

Great to see helping a organisation improve their efficiency. Read more about the immediate we've had and the fantastic achieved here:

Schools are out for summer and IT are busy with system upgrades. Help your education customers ensure business continuity over the academic years ahead with power infrastructure solutions. WATCH the new video here

Discover how you can connect intuitive, mobile technologies to powerful reporting and analytic tools to continuously improve outcomes - register for our event; designed for leading Public Sector organisations.  

Minister for Implementation Oliver Dowden has warned that organisations, such as schools, hospitals and government departments, must pay their suppliers on time and set an example for the private sector -

Government perspectives - PwC : How can councils develop a digital mindset? by

We are looking for immediately available interim Site Managers, with experience working on sites such as Industrial environments, Schools, Hospitals or County Council buildings. Click here to apply:

Panel discussion hosted by underway at Partnerships, Portals and Platform . Thought provoking discussions, starting with ‘Is the same as IT’? and ‘Are we changing citizens expectations towards services’

Within the there are a lot of priorities & strained . We can provide valuable with mundane but important such as & to a more proactive program to identify areas of

Do you wish you could supercharge your and take it up a notch in performance? Check out this free webinar and see how and come together to accelerate VDI while lowering costs and implementation time.

Visit our booth at the New York State PELRA conference in Saratoga Springs this week!

We are leading transformation in the UK Public Sector. What matters to you? Find out how Valtech can help you achieve it!

GovWin IQ helps your business plan beyond the proposal and build a long-term pipeline.

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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.


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

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When does government communications get its own “Demand Horizon”-style book?

The forward of this book, by Brian Solis, made me want to substitute ‘citizen’ for 'consumer’ and 'customer’, and 'government’ for 'business’:

“The future of customer engagement requires a more thoughtful and localized approach. Connected customers aren’t complacent, fickle or unfaithful, they’re focused on what’s important to them. As they’re always connected to their streams, and you are too for that matter, then become part of their stream.

… connected customers rely on the experiences and input of their peers to make decisions. And, those businesses that deliver great experiences, those that share similar values, earn loyalty that is unrivaled by customers of the past.

This isn’t about networking. This is about building a community … A true community though is much more than belonging to something, it’s about doing something together that makes belonging matter…

The way people make decisions, how we support them, how we meet expectations, how we design product and services that meet unmet needs, how we reduce friction, is solved for by embracing innovation, objectivity and always considering possibilities and opportunities….

more importantly, a new vision and overarching philosophy is essential to lead us away from a culture of management and mediocrity to a culture of leadership and innovation.” More: via: Diigo, IFTTT

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?