Knowing and doing: the value of intelligent application in local government improvement

Abstract

Little is known about what distinguishes managerial thought and practice in successful councils, as opposed to poorly-performing or failing organizations. Managers in high-performing councils in England were interviewed about their improvement practices. Their responses highlighted the importance of an in-depth understanding of customers, staff and the organizational environment; coupled with an inspiring vision of a better future. A commitment to learning was fundamental, forming the basis for an ‘intelligent application’ model of the improvement process.

Notes

* Although service users and beneficiaries may not always be the same people, for simplicity of presentation in most of the article we take them to be the same, referring simply to ‘customers’.

Additional information

Notes on contributors

Alan Boyd

Alan Boyd is a research associate in healthcare and public sector management at the Herbert Simon Institute for Public Policy & Management, Manchester Business School, UK.

Adrian Nelson

Adrian Nelson is a research fellow at the Herbert Simon Institute for Public Policy & Management, Manchester Business School, UK.