“The first principle is that you must not fool yourself and you are the easiest person to fool” – Richard Feynman In traditional organisations —

When policy problems are complex, we need to understand and learn from the front line. Nicholas Gruen explains ways to improve the early, middle and

I Since I used the term ‘policy hack’ in my presentation “What economic reform thinking might look like if we’d bothered to do it”, I’ve

Working in and around government for over three decades I’ve grown increasingly wary of fads. Remember ‘Reinventing Government’ which proposed government working more like the

Too often evaluation is an afterthought and the report sits in a drawer. Two experts discuss how to shift attitudes to make evidence-based policymaking meaningful.

  This is part two of a four-part essay series about failures of policy to translate into outcomes. Read part one, on wellbeing frameworks, here.

                                     In memoriam: Bill Craven * In 2005

Dump the jargon, tell the brutal truth and get over change fatigue. Martin Hoffman’s vision of a high performing public service is frank, gutsy and

Not having enough time to talk strategy is a common gripe for organisations. Even when they do get the chance, it’s often unproductive or ignored

Infrastructure Victoria’s year-long journey to create a 30-year infrastructure strategy was a big undertaking for the newly formed organisation of around 30 people. It knew

“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in

Continued from Part One. “[T]here is an Australia of the spirit, submerged and not very articulate … [b]orn of the lean loins of the country

It is six years since Australia’s Artist Resale Royalty scheme (ARR) commenced and three years since submissions to its Post Implementation Review (PIR) closed, though