ABSTRACT
In preparing to write the book the authors interviewed key people across public sector organisations, including elected representatives and the insights from these people have been woven into each chapter. As more and more people were interviewed, key themes and issues began to emerge. These included a dissonance between the culture needed to be truly effective and the prevailing culture. This often manifests itself in reluctance to take risk. Lack of trust was also highlighted as an issue, whether this was disinclination to decentralise or the creation of layers of management to ensure all actions were checked. There were also positive aspects such as loyalty and sense of purpose. This final chapter shines a spotlight on these issues.
