Lord Birt (CB)

This is territory that I trod for six years when working as the Prime Minister’s strategy adviser. I have also trodden the same territory widely in the public and private sectors. I have a couple of points to make. First, it is entirely right, in any institutional environment, to have ambition—you have to start with that, and it right that this Government have it. A special factor of government is its sheer scale and size, and the multiplicity of departments. The Leader of the House is entirely right to emphasise that challenge. That is why I strongly support the notion of mission boards, which will be operationally not the same as Cabinet sub-committees. I will raise one issue positively and constructively: before you get to milestones, you have to have a holistic strategy that is deeply based on analysis of all the factors in play, which are always dynamic and changing. You always have to refresh your way of reaching ambitious goals. Secondly, my experience in government was that, overwhelmingly, the Civil Service was properly skilled, very collaborative and fit for purpose—not always but generally. But, dare I say it, that was not always true of the politicians. I have great respect for their skills and experience, but they inevitably sometimes have to recognise that they lack the heavy-duty institutional experience necessary to achieve fundamental reform.