Skip to main content

No Minister



Insightful article in the Sunday Times yesterday by Emma Duncan on the growing power of the civil servant in today's society

"Even in boom times there’s a lot to be said for being a civil servant. Many of them do exceedingly interesting things, if you like the idea of running the economy or protecting the environment. And they’re powerful. They tell individuals and companies how to behave. Politicians occasionally try to interfere, but ministers are ill-informed and easily distracted so do not much disturb civil servants’ lives".

"The power of civil servants is increasing, too. As this newspaper reported last week, the government’s share of the economy is growing. In the northeast the figure is 66%, compared with 54% when Labour came to power. Thanks to the economic crisis, that's going to rise still further. Near-nationalisation of the financial system means civil servants will control the banks and will poke their sticky fingers into every industry that the politicians bail out."

The bit about politicians being distracted and ill-informed is probably the most disturbing aspect of this comment as it rings all so true here in Wales.

For example, I was told that, at a high level meeting last week, a middle ranking civil servant stated, quite categorically, that it was up to her, and not the Minister, to decide which projects were supported.

You wonder sometimes why we need politicians!

Comments

Popular posts from this blog

THE IMPORTANCE OF FRANCHISING

When we talk about start-ups and entrepreneurship, rarely do we discuss the potential of franchising not only as a way of establishing new ventures in the economy but also as a method of growing existing businesses. According to the British Franchising Association, franchising is the granting of a licence by one person (the franchisor) to another (the franchisee), which entitles the franchisee to own and operate their own business under the brand, systems and proven business model of the franchisor. The franchisee also receives initial training and ongoing support, comprising all the elements necessary to establish a previously untrained person in the business. This enables individuals to start their own businesses without having to develop their own ideas and utilising an existing brand and established market. Of course, whilst each franchise business is owned and operated by the franchisee, the franchisor controls the quality and standards of the way in which the business is

THE MANUFACTURING STRATEGY FOR WALES

Last night, I received the following comment on the previous post relating to a piece I had written back in early 2007 about the state of the manufacturing sector in Wales. "Dylan, you seem to be ignoring the fact that manufacturers in Wales have written the manufacturing strategy. Small and large manufacturers, all represented at the Manufacturing forum, have co-written this strategy. WAG has recently supported this strategy and have funded a co-ordinator with resources. Manufactures are happy with this progress as they are following the strategy they wanted. I know that the Conservatives have attacked the strategy as they seem to think that WAG wrote the strategy. They couldn't be more wrong. The Manufacturing Strategy was written by manufacturers, for manufacturers and is supported by WAG. If you don't agree with this, then I can invite you to the next Manufacturing Forum and you can explain to the manufacturers how their strategy is wrong....I appreciate that there is

INTRAPRENEURSHIP

Whilst we often consider entrepreneurship to be associated predominantly with new start-ups, larger firms - in order to compete effectively in fast-changing global markets - are adopting more innovative and enterprising approaches to management within their organisations. One of these approaches is the development of entrepreneurship within a corporate environment (or intrapreneurship). Research has shown that intrapreneurship is not easy, and there are considerable differences between an intrapreneurial and a traditional corporate culture, with the latter having an emphasis on a culture and reward system that tends to favour caution in decision-making. For example, large businesses rarely operate on a "gut-feeling" for the market-place, as many entrepreneurs do. Instead, large amounts of data are gathered before any major business decision is made, not only for use in rational business decisions, but also for use as justification if the decision does not produce optimu