What is it about?
I explore how changes made within the Scottish Government around 2007-17 demonstrated the implementation of a ‘Strategic State’. Specifically these changes included development of the National Performance Framework, restructuring of the Scottish Government and significant investment in leadership development.
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Why is it important?
There are some key lessons from this research, particularly for small countries, in how strategic thinking can be fostered within government settings: - The importance of having an appropriate organisational structure to support strategy implementation. - The need for advocacy from political leaders to enable change. - The need for strong administrative leadership and a clear vision for change. - The importance of education and training of leaders at all levels of the organisation. - A long-term emphasis on culture change.
Perspectives
My research in this area is ongoing. Projects that I am involved in include aspects of health and social care integration, the nature of work in local government and the nature of distributed leadership in government settings. This builds on previous work which showed how the aspirations for greater community empowerment require investment in communities. In taking forward this work I am looking at recent developments such as the refresh of the National Performance Framework.
Dr Ian C Elliott
University of Glasgow
Read the Original
This page is a summary of: The implementation of a strategic state in a small country setting—the case of the ‘Scottish Approach’, Public Money & Management, January 2020, Taylor & Francis,
DOI: 10.1080/09540962.2020.1714206.
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