Conclusion

Public administrations are an extreme example of the paradox around which this book is built. It is precisely because these are the most difficult to change, because this is where the “bureaucratic meshing” is at its tightest and to which their members hang on sometimes so desperately, that they need to be trusted in order to make such changes possible. This requires vision, boldness and methodology. This book proposes to make its contribution to the third area. However, to conclude, a small amount of hindsight prompts us to ask three questions: 1. At the beginning of this book we talked about the enthusiasm of the revolution in organizations, their passage into “another time”, the necessity and possibility for them to construct new customer-orientated methods of functioning. But at the end of the day, one can reasonably ask, is this in fact of any use, bearing in mind the difficulty of the task, the sacrifices and sometimes even the human suffering that such changes pull along in their wake? 2. Is this difficulty the same everywhere, or to put it differently, are there across the world any “cultures” that are less antagonistic, more accustomed to such movements and therefore making it possible to be managed more easily, maybe even more peaceably? 3. Lastly, if the process is truly under way, what do we see emerging? Can it already be those new organizations? And if the answer is yes, what shape are they taking, what can we expect that “work” will mean tomorrow?