Abstract
By the early 1990s the Treasury was doing well in the balance of control and influence over social spending. As we have traced, it had repulsed moves towards countervailing forces in the Cabinet; had won an intellectual influence over reforms in pensions, health and education; and forced departments to conform with the Treasury’s aggregate thinking in the EDX committee. But, rather than consolidate its position, the Treasury thrust itself into its biggest organizational change since the 1960s, which it coupled with a thorough re-examination of its working style and culture.
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