Skunkworks

My local council sent me, and I assume everyone else in the borough, a questionnaire asking my views on their corporate vision and objectives. It arrived through the letterbox with my other post, addressed to the occupier.

I had the option to answer questions whether I agreed strongly, agreed, disagreed or disagreed strongly. Most were written in such a way that it was difficult to do anything but agree.

For example it is hard not to say yes to a question which says “Work with our community safety partnership to reduce anti-social behaviour”. My favourite was ‘modernise and improve sheltered accommodations for older people’. Who can really answer ‘No, let them live in squalor… they’re old and it doesn’t matter”.

I have commented previously on the bureaucratic processes and accountability in local government. Whilst both have their place, they can inhibit rapid development of ideas and projects. Add consultation to the mix, and we slow things down even more.

A recent blog I read reminded me of the term ‘Skunkworks’. It comes from the Li’l Abner comic strip, and was used by the defence company Lockhead Martin company for a secret development team during WW2.

The term is now “widely used in business, engineering, and technical fields to describe a group within an organisation given a high degree of autonomy and unhampered by bureaucracy, tasked with working on advanced or secret projects.” Wikipedia.

Perhaps we need this sort of arrangement within local government to allow innovative developments without the constraints usually imposed on our planning. Add to that the ‘Just do it’ philosophy and I believe we can be far more agile and innovative.

I have always thought that it was better to have four projects quickly developed and implemented, with three out of the four working, than taking more time (and probably at the same cost) to develop two projects that both work… after all, we have the expertise.

I don’t think I’ll bother to answer the questionnaire.