Malcolm Stirling, Business Consultant, Monster Worldwide Ltd
In your experience, what are the biggest strengths and weaknesses of our civil service?
Among its strengths is the quality of its staff – the civil servants I’ve worked with have been bright and committed. It doesn’t require talented officials to have specific qualifications in order to reach leadership positions. And it can hang on to people, because staff can move between departments – meaning that their skills are often retained by government for many years. However, its attention span can be short: too often, initiatives start with a fanfare only for the impetus to falter and managers’ attention to move on to the next new thing.
What is the biggest misconception about the civil service amongst private sector workers?
Too often, civil servants are perceived as being grey and obstructive, uninterested in their job. The reality is a world away. Visiting the Government Digital Service recently, I was amazed by the energy of the staff. It was like visiting Google or Microsoft. This attitude is prevalent in many departments I visit.
In your opinion, how could partnership working between government and businesses be improved?
Partnerships work best when both parties enjoy balanced rewards – and unfortunately, in some public-private partnerships the contractors have benefited disproportionately. Forecasting the outcome of business ventures with any degree of certainty is a skill possessed by the few. However, due diligence – including scenario planning – will pay dividends.
What was the most inspiring government project that you’ve been involved in, and why?
Designing a computerised street works register for the Department of Transport. The project involved proposing legislative changes, developing a business model, and designing the system. Each individual element was interesting and rewarding, but when put together they provided me with quite a challenge!