Innovating Series Episode 15

In any bureaucracy, over time, the people devoted to the benefit of the bureaucracy itself always get in control, and those dedicated to the goals the bureaucracy is supposed to accomplish have less and less influence, and sometimes are eliminated entirely.

Jerry Pournelle

Public Sector Organizations (PSO) in general, and Public Administration in particular, play a crucial role in the functioning of society, managing essential resources and services for the well-being of citizens.

However, they currently face numerous challenges that have led to criticisms of their efficiency. Public Administrations are often criticized for being slow, bureaucratic, and not adaptable to rapid environmental changes.

The lack of resources, the politicization of decisions, and the rigidity of procedures are some of the factors contributing to this perception of inefficiency. But still worse, the lack of transparency and corruption in some contexts is already eroding public trust in these Institutions.

Public Administrations are a form of bureaucracy and, according to the ideal Weberian model of bureaucracy, they should be characterized by rationality, efficiency, and a clear hierarchical structure, and by principles such as the division of labour, hierarchy of authority, formal rules, impersonality, and technical competence.

But today, many PSOs have seen these principles significantly degrade or, at best, no longer adapt to the realities of today’s societies. This has led to excessive operational rigidity, lack of flexibility, risk aversion, and an absolute resistance to change, among other aspects, prioritizing their internal problems and protection over the external problems and services they serve. Actually, in most cases, they are models that desperately seek their size increase as a survival strategy.

In this context, and as it becomes increasingly evident, innovation presents itself as a necessary solution to overcome the current challenges in public administration, because it helps introduce organizational and operational changes, fosters collaboration between different entities, generates essential opportunities for the survival of organizations, and, above all, ensures the promotion of competitiveness in value, responsiveness, growth, and ultimately, value for society.

Now, more than ever, it is necessary to move from legalism to management, overcoming the “comfort link” between quality and resources, and changing the traditional dominator/dominated relationship between PSOs and the society they serve to.

It is time to focus all efforts on transitioning to a model of New Public Governance (NPG) based on innovation, much more in line with current realities.