The wider organisation still too often sees DDaT as a service provider not a partner and too often when things get difficult the default in DDaT is to talk about redesigning or reforming the organisation/civil service/government rather than make hard/pragmatic choices about how we can deliver the best possible services in the context we are operating in. Shipping good stuff builds trust and trust gives us space to do more, better. To be honest I don’t think anybody disagrees with this – it is just hard.
Emphasis mine. This hit especially home as a policy person (on a strategic policy team, at that!)—where the yearning for structural reform as an “easy answer” always feels strong. But, of course, it’s hardly easy.