Bridging the Government Delivery Gap

Providing a timely and important commentary, The Delivery Gap, authored by Jonathan Simcock, challenges thinking around how complex infrastructure programmes are initiated, governed, and delivered. From the dangers of overpromising to the often systemic incentives that discourage candour, The Delivery Gap suggests a roadmap for reform, one rooted in clarity, realism, and courage. 

Jonathan Simcock, is a recognised expert in understanding the challenges of major government project delivery. After a career in the private sector, and 16 years at the heart of UK public sector delivery, he offers a candid and compelling hypothesis for why large-scale programmes, from HS2 to Universal Credit, often falter. 

Anna Dickinson, Principal in Odgers’ Central Government Practice, joined Jonathan to explore this complex issue. 

Inspiration To Write The Delivery Gap 

Jonathan shared a deep concern over the persistent failure of major government projects and the lack of meaningful public understanding as to why these failures occur. “Failed projects are one of the great sort of hidden wastes in the country. They're not just a waste of money and waste of time. They're sort of missed opportunities in, many, many cases”, he said. “The level of public debate on this subject is terribly shallow. We can't stand back and say, well, that's just the way it is. We have to think about what we could do differently.” 

The Reasons Government Projects Often Fail  

Jonathan cited a range of systemic issues including lack of clarity of purpose, political interference, complexity, leadership churn, and weak incentives: “You have to be absolutely, ruthlessly clear about what it is all about”. Jonathan contrasts successful projects like Crossrail, which had a clear rationale, with HS2 and the ID card scheme, which suffered from shifting or vague objectives, exacerbated by the passage of time between conception and delivery.  

“The most difficult thing with government projects is where they are so complex and interdependent… you simply can't see the wood for the trees. If it is started in a rush without clarity about objectives and has to meet artificial deadlines that are political rather than deliverable, then… you sow the seeds of failure right from the beginning.” 

What Distinguishes Successful Projects Like The Olympics? 

According to Jonathan, the 2012 Olympics succeeded not because of its fixed deadline, but because it was 'doable' from the outset. It had clear scope, political support, realistic timelines, and manageable components. 

How Can Government Bridge The Gap Between Decision-Makers And Delivery? 

Jonathan describes the 'inverse square law': the further decision-makers are from delivery, the less they understand its complexity. He advocates for fewer layers of assurance and greater direct engagement: “We've got to dismantle as much of that [approval process] as we possibly can and make far, far fewer layers and much less but higher quality assurance”. 

What Signs Of Progress Would You Hope To See In Five Years? 

“If we can raise the level of dissatisfaction, constructive dissatisfaction, and have braver conversations, then that will change the dial.’ Jonathan’s advice to those leading large-scale, high-profile government projects is clear: ‘Be brave...watch out for cynicism...Cynicism is death in these kind of delivery environments”, summarised Jonathan. 

A Call For Candour, Clarity, And Rigour 

Jonathan’s message is resounding: government and project delivery professionals need to build systems that reward honesty, simplify complexity, and empower leaders to speak truth to power. 

As we face challenges, from climate change to national security, the cost of failure is too high to ignore. If better outcomes are to be achieved, project delivery professionals and those accountable for assuring and governing major projects must change the way they think, plan, and lead. 

If you are tackling complex delivery challenges, Odgers’ Central Government Practice has time-proven expertise in identifying and supporting leadership who can turn ambition into impact. 

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