| Abstract: | Little is known about what distinguishes managerial thought and practice in successful councils, as opposed to poorly-performing or failing organizations. Managers in high-performing councils in England were interviewed about their improvement practices. Their responses highlighted the importance of an in-depth understanding of customers, staff and the organizational environment; coupled with an inspiring vision of a better future. A commitment to learning was fundamental, forming the basis for an ‘intelligent application’ model of the improvement process. |
