Knowing and doing: the value of intelligent application in local government improvement

Alan Boyd and Adrian Nelson

Public Money & Management, 2011, vol. 31, issue 4, 249-256

Abstract: Little is known about what distinguishes managerial thought and practice in successful councils, as opposed to poorly-performing or failing organizations. Managers in high-performing councils in England were interviewed about their improvement practices. Their responses highlighted the importance of an in-depth understanding of customers, staff and the organizational environment; coupled with an inspiring vision of a better future. A commitment to learning was fundamental, forming the basis for an ‘intelligent application’ model of the improvement process.

Date: 2011
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DOI: 10.1080/09540962.2011.586230

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