Important strategic decisions are rarely straightforward. The theory is fine – set out a proposition, marshal the relevant evidence, provide a commentary on it, apply a risk analysis, give specific recommendations, make clear decisions and implement a robust plan to achieve the desired outcomes.
The practice is usually more fraught, and sometimes even perverse.
I have been musing on all this as I have recently been involved in preparing the ground for a major strategic decision in the Local Government Association (LGA). Nothing fraught or perverse here, of course, but we are very conscious of the impact of the issues before us – internally, for the local government sector itself, key stakeholders and ultimately, for local people and the communities in which they live.
An important lesson I learned in my career was from the psychiatrist R D Laing. He said that any intervention left a person or situation better or worse, but never the same. It is, perhaps, surprising to some that I am comparing clinical lessons with strategic outcomes, but I am sure the point holds in all situations.
Nor is it possible to hide behind broad theories or concepts. Many years ago, in a galaxy far, far from here, this lesson was forced down my throat. It was a rough and tumble sort of council where the usual rules of political debate and member/officer relationships were regularly exceeded.
Raised voices were common and fist fights not unknown. In this colourful and, occasionally, intimidating atmosphere, a person could survive almost anything if they stood up for themselves.
However, the kiss of death was to be branded academic or intellectual – after that, there was no way back.
That behaviour was actively and positively addressed as an unacceptable culture, and for many years now, that council has been regarded as one of the best in the country.
The point here is that every strategic decision has practical effects. While these must, of course, involve intellectual rigour and the application of sound business concepts, one would be wise to keep one’s feet firmly on the ground. A good strategic decision needs both conceptual and practical rigour.
I think the strategic decision recently taken by the LGA meets this test, but time will tell.
If we do not continue to add value to our member authorities, the very purpose of the LGA is at risk.
Skills Pipelines: What local government needs to know
Councils and mayors are to be handed a central role in developing skills pipelines for local industries, as the Government unveils what it calls a ‘fundamental change’ to the education system aimed at tackling youth unemployment. Here's what council leaders and officers need to know.
