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THE GOVERNMENT SECTOR

The Government sector comprises policy, research, and operational organisations, and in addition, quasi government organisations operating closer to their key constituencies.

Despite its achievements, the regulatory state has has major issues. The current model of public policy making is no longer right for any government that has set itself the challenge of delivery, says Bruce Holland. It's going in the wrong direction he says.

Not everything in the public sector is bed of roses according to Bruce Holland. To read more see Not everything in the public sector is a bed of roses.

In Bruce Holland's view it's tougher to manage in the public sector and the job often has more meaning. See It's tougher to manage in the public sector for details.

Public Sector: Overloaded, Frustrated, Anxious and Tired. Many of Bruce Holland's clients in some of the biggest Public Sector organisations talk about being overloaded, feeling frustrated, being anxious and tired. They want out. Find out why and how to fix it.

In Bruce Holland's view the public sector is too siloed and analytical; it needs to be redesigned. See Why is the Public Sector too siloed and analytical and what can we do about it?

In Bruce Holland's view the public sector was closer to the right track before the reforms of the 1980s that attempted to make the public sector more efficient but reduced its capacity to solve ‘wicked problems’.

Collaboration between Agencies in the Public Sector are not just desirable, they are essential. Without close collaboration with other Agencies, many Agencies are unable to achieve their outcomes. For more on collaboration see:

1. A definition of collaboration
2. What collaboration might look like
3. The business case for collaboration
4. A Sector-wide case study on cllaboration
5. Secrets of collaboration
6. Virtual Group's Desilonisation program, designed to get people out of silos and working more collaboratively.

VIRTUAL GROUP assists Government organisations in the following ways:

• Policy development and research
• Programme implementation
• Leadership development
• Governance
• Strategic Planning
• Collaboration
• Effective communication with key stakeholders
• Process improvement
• Manage knowledge and information more effectively

VIRTUAL GROUP Case Studies

• Internal Affairs - policy group work programming
• Foundation of Research, Science, and Technology - business process redesign
• Office of the Auditor General
• Government House
• Department of Prime Minister and Cabinet
• Ministry of Social Development
• Ministry of Agriculture and Forestry