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much attention is focused on where and when, does not suggest that the Conservatives have forgotten New Labour System Network

Sometimes I wish it had patented "The Grid", the programming tool developed New Labour in opposition and in government used to try to bring order and strategy for a wide range of activities often seemingly unrelated. Today, most large organizations and companies have some sort of system to help network coordination, discipline and strategy. Apparently, the British government led by David Cameron can not be one of them, however, or if this is the case, do not do a good job fulfilling its main strategic objective - reducing the deficit - by which is not doing a very good job of organizing.

former right hand of Cameron, Steve Hilton, seems to blame the government. His criticism, an organization determined to do their own thing and ignore the needs and demands of Ministers, it seems far from reality. My experience is that if the public has a clear advantage, based on clear principles and thought through planning, not so bad on delivery.

This did not, with or without Hilton at number 10 in all, this is the obvious advantage since Cameron became Prime Minister. Instead, he recovered in the sense of confused changing priorities, and learned to follow the example of a Prime Minister who always puts forward the tactics of strategy.

The network should always speak with a clear strategy, modernization, in our case, in the case of Cameron ...? Priorities must be clear. Once that happens, decide how much space in the overall planning of the government to issue to A or B becomes relatively simple. This is what the system was. The main event, which is split at the top of lists of planning the day, I was talking to one of our key strategic objectives. Otherwise, why are we doing? As the system within departments have stopped obvious questions. They knew the answers because they understood strategy.

It took time to become embedded in the system, and the public has been an important part of it. Shortly after the elections in May 1997, I asked the Cabinet Secretary, Sir Robin Butler, if I had the right to make changes in governmental activities in the media. "Yes, we expect," he said. When, later set up a strategic communications unit, and appointed a public officer to perform the network full-time, with one person in each department liaison with him, it was a cultural change for many, but to lead a policy of "opening for maximum confidence" that has managed to get a buy-in most departments most of the time we tried to do.

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