Why government should be careful in calling in management consultants

 I re-read this year-old interview with economist, Mariana Mazzucato, and I thought should post it  here.

Mazzucato is an economist who thinks the government is a force for good and that the good that governments do has been obscured by the rise of neo-liberal ideas.  She has co-authored a book, The Big Con, which contends that governments harm themselves by hiring big consulting firms to work for them. We have the usual problems, lack of genuine expertise in the firms and conflicts of interest. 

But the real problem, Mazzucato, contends is that it takes interesting work in government away from civil servants and is hence demotivating to them. The answer to finding expertise is to pay civil servants better and to give them challenging assignments,not oursourcing the work of government to consultants.

Here is an excerpt from the interview for those who can't access the interview:

For the past decade, she has waged a sometimes lonely battle to rehabilitate the state’s reputation as an economic motor. Her new book, The Big Con, written with Rosie Collington, argues that consultancies are hobbling governments’ ability to perform that role. In her office, holding a Diet Coke, she says: “For me, the big wake-up call was Brexit [preparations], because [the consultants] were everywhere.” In 2019-20, the British government spent nearly £1bn on strategy and other consultants — to the despair of some MPs. Mazzucato and Collington also widen their critique to include the Big Four accounting firms, such as Deloitte, and outsourcing companies, which carry out chunks of the state’s core functions.

Consulting as the Big 'Con'

 

Mariana Mazzucato made a huge splash with her book, The Entrepreneurial State. She argued that there are high-risk, breakthrough ideas such as the Internet that could never have happened with massive funding of the initial creative work. In an interview with FT, she takes on consulting firms, the McKinseys, BCGs and the rest.

Her point is not the usual one about consulting firms not adding much value: as the old chestnut goes, a consultant is somebody who looks at your watch and tells you the time. No, her point is more nuanced. She says that governments are becoming too dependent on consulting firms for ideas. As a result, governments are taking enough responsibility and doing worthwhile work. In the process, the civil services are not attracting the brightest.  

I don’t think that’s true of the IAS. The beauty of India’s competitive exams is that the talent pool is so incredibly large that when you are looking to fill, say, 150 slots out of half a million applicants, you are bound to get incredibly good talent. The IAS, in my view, still gets some of the best talent in the country. But that could also be because our government hasn’t developed the UK sort of dependence on consulting firms! Or, there is so much of work to be done in government that if even if you farmed out work to consultants, there would be a great deal left for government to do.