Friday, 20 November 2020

Bye-bye, mein lieber Kier (and G4S, Serco and the others)

Outsourcing and privatisation died at 1518 on Wednesday 4 November 2020. Or thereabouts.

That was of course a misquotation of the great architectural critic Charles Jencks. It was also when the Guardian published the news that Randox, the company involved in a testing failure during the summer had just been handed another government contract worth £347m. Though it could perfectly well refer to the bankruptcy of Carillion on 15 January 2018.

It is strange when you think about it, but the more they have held on to life, the more that privatised utilities and outsourcers have become a byword for incompetence – rather as, once upon a time, it used to be with nationalised industries.

Ironically, this is both for similar reasons – both were far too big to be responsive.

In my new pamphlet for the New Weather thinktank, The End of Privatisation, I tell the strange story of privatisation, from its beginnings with Peter Drucker and Keith Joseph in the 1970s and the triumphant sell-off of British Telecom in 1984 – and the ideas at the heart of it: more entrepreneurial efficiency, less cost.

Nearly four decades have passed since then and those promises have turned to dust, and for similar reasons: most of the outsourcers are too big to operate effectively.

As Drucker wrote himself: “The most entrepreneurial, innovative people behave like the worst time-serving bureaucrat or power-hungry politician six months after they have taken over the management of a public service institution." And so it proved.

Even the outsourcers add another layer of costs during an unaffordable austerity years and their only expertise turns out to be provide the KPI and target data that ministers crave, and which only they believe.

They represent rule by tickbox – which, as we know – tends to spray costs elsewhere in the system by narrowing the definitions of success to what they can easily achieve.

That explains why this final hurrah of outsourcing to government friends during covid has put the final nail in the coffin of what was once a big idea.

So why does the body of privatised outsourcing still twitch? There is no practical or intellectual justification left for it. The only explanation is that this is all that ministers and officials in the Johnson administration – never the most thoughtful of people – know about. And possibly the only people they know remain the only remaining advocates of tickbox in the whole wide world.

So farewell then Serco, G4S and all the others, as E. J. Thribb used to say in the days when privatisation seemed like a pretty neat idea. It was a fine affair, but now it’s over – or it soon will be.

This first appeared on the New Weather blog

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LiAn Gemstone said...

vòng chuỗi đá đào hoa
Giới thiệu về đá đào hoa
Đá đào hoa hay còn có tên gọi khoa học là đá Rhodochrosite có nghĩa là hoa hồng, là 1 khoáng vật mangan cacbonat. Đá này thường có màu hồng đỏ với những hoa văn màu trắng độc đáo mà ai nhìn vào cũng đều mê mẫn.
Về mặt giá trị: đá đào hoa có độ đậm màu càng cao, càng ít tạp chất màu đen thì càng giá trị.
Công dụng mà sản phẩm mang lại
- Đá đào hoa - biểu tượng của tình yêu: viên đá màu hồng tuyệt đẹp này sẽ giúp thúc đẩy tình yêu của các cặp đôi thêm gắn kết, chưa có người yêu thì sẽ tìm được một tình yêu mới.
-Đá đào hoa là liều thuốc chữa bệnh tuyệt vời cho tim và lưu thông máu. Nó giúp kiểm soát huyết áp và nhịp tim của bạn.
- Tinh thể màu hồng xinh đẹp này cũng được sử dụng để làm giảm đau đầu do căng thẳng và đau nửa đầu
- Cải thiện chức năng tuyến giáp
- Loại đá phong thủy này mang các màu sắc tính Hoả nên rất phù hợp với người mệnh Hoả và mệnh Thổ. Với màu hồng đặc trưng của mình, Đá Đào Hoa thể hiện cho cung bậc cảm xúc lãng mạn, tinh tế đầy quyến rũ.

نقل اثاث ابو ظبي said...

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