Saying good‐bye to Mr Magoo

Abstract

PurposeThe purpose of this paper is to provide a first person account of the differences in organizational vision within the public and private sectors.Design/methodology/approachThis essay is based on the author's personal experiences and although it may not be generalizable, based on criteria of methodological rigor, it is nevertheless true … it happened! The author's experience was derived from working for two different legislatures and included about a dozen government departments. The observations made were based on interactions with numerous public sector employees, including staff, peers and superiors.FindingsThe concept of “vision” is critical to the successful execution of organizational strategy. For this reason, it requires clarity of purpose and a careful articulation of goals and objectives. Public and private sector firms differ in the way in which they develop this vision and as a result they achieve different outcomes. The failings typically afflicting the civil service can be addressed by changing attitudes and behaviors in such a way that they are better aligned with organizational vision. This includes creating appropriate incentives and making accountability more than just a token notion.Originality/valueThe paper is written by a management practitioner and is meant to generate discussion. It is based on a field study (i.e. “I was there”) and is intended to capture what was viewed through the eyes of a “native”. Consider it an organizational ethnography – it is an honest portrayal of events that were experienced. The essay should strike many who have worked in government as “true”.