"Mission-Driven Government" – The British Search for the Society of the Future
How can public actors tackle complex societal challenges faster, smarter, and with greater impact? This question is highly relevant for many of our clients and Europe as a whole. This article offers a quick overview of what in the UK is called mission-driven government. It outlines four principles and eight success factors, all drawn from the British innovation agency Nesta.
The report was produced by Nesta, the UK’s innovation agency for social good, in collaboration with the Behavioural Insights Team (BIT). Its purpose is to provide practical guidance to governments and public bodies that want to work more purposefully on societal challenges – a method known as mission-driven government. This approach starts from a clear goal but allows flexibility in how the goal is achieved.
The main message of the report is that, in order to succeed with complex societal objectives, the public sector needs to shift from linear policy development to an iterative test and learn process. History buffs may find the concept familiar: it was in Britain that Tony Blair in the 1990s tried a top-down reform of how public authorities worked. Back then, the model was called New Public Management, and it had its weaknesses. Curious readers are recommended to watch the BBC documentary The Trap by Adam Curtis (three parts on YouTube). Perhaps mission-driven government will work better than NPM; its principles will certainly feel familiar to anyone with innovation expertise.
Test and Learn – Familiar Innovation Methodology
Test and learn is a way of working where solutions are developed, tested, evaluated, and improved step by step. It breaks away from the traditional “waterfall logic”, where policy is decided centrally, fully implemented, and only evaluated afterwards. Instead, an iterative approach is promoted, where:
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You start small and test key assumptions.
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You learn from real-world implementation, especially in local contexts.
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Policy and services are continuously adjusted based on data and user experiences.
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A culture and structure for continuous learning are built.
This requires not only new methods but also a shift in culture, governance, and leadership.
Four Core Principles
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Put practice before policy
Policy should be shaped by what works in practice – not the other way around. This means that local experiences, user needs, and real-world implementation become the foundation for national development.
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Work in learning loops
Instead of long planning and implementation phases, work in short cycles where each new iteration builds on feedback and data from the previous stage.
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Test assumptions early
By identifying and testing the most critical assumptions early, the risk of costly failures is reduced.
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Shape the conditions for success
Governance, funding, and leadership should enable experimentation, local adaptation, and cross-functional collaboration.
Three Real-World Examples
The report includes several case studies showing how test and learn has been used to improve public services and develop policy.
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Improved Maternity Care in Stockport
In Stockport, gaps were identified in collaboration between midwives and healthcare staff. By gathering feedback from both parents and practitioners, a new model for coordinated home visits was developed. Iterative prototypes were tested and adjusted, focusing on information sharing, joint assessment, and prioritizing support for vulnerable families. The result was better coordination, stronger family support, and an approach well-received by both staff and users.
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Mentoring at Risk Youth (Football Beyond Borders)
BIT collaborated with the organization Football Beyond Borders to support young people at risk of dropping out of school or the workforce. The work began by formulating a theory of change – what assumptions underpinned the desired outcomes? Through small-scale tests and regular adjustments, a mentoring program was developed and gradually improved based on indicators such as participant engagement and feasibility. In parallel, a larger impact evaluation using randomized controlled trials was prepared.
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System Change for Climate-Friendly Heating
Nesta used policy blueprinting to plan how the entire home heating system could shift to low-carbon solutions like heat pumps. They began by mapping the actors, structures, and barriers in the system. Together with local authorities, residents, and industry, they created a concrete action plan, which was then tested on a small scale. Through this process, a broad coalition of actors was built, and lessons were shared via open data tools with other local councils.
Success Factors According to Nesta
To broadly apply test and learn, organizations need:
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Goal-based rather than activity-based management.
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Agile working methods and cross-functional teams.
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Funding models that allow uncertainty at the outset and increased investment once confidence is built.
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Procurement processes that enable stepwise development.
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A learning culture and access to user data.
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Local mandates to test, learn, and adapt.
Sweden: Innovation Projects Are Underway – But Sometimes Lack Learning Structures
Many Swedish authorities already have some experience with pilot projects, design methods, or agile approaches. But how much impact do these tests have – and do pilots risk staying at the margins? In times of complex challenges, limited resources, and high citizen expectations, there is a growing need to build systems for learning, not just control.
For Swedish conditions, it may be particularly relevant to:
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Clarify the division of responsibilities between the state and municipalities during the testing phase.
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Develop legal and financial “sandboxes” for local policy development.
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Create shared infrastructure and data platforms that enable rapid feedback.
Nesta’s 7 Key Takeaways
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Policymaking needs to become iterative and data driven.
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Start small and scale up what works.
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Combine design methods with robust evaluation.
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Put user needs and local knowledge at the center.
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Build learning loops – from testing to feedback to improvement.
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Adapt governance, financing, and organization for learning.
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See missions as a way to unite actors around common goals but give them freedom in how to achieve them.
The need for a more agile public sector is, as mentioned, substantial – and looking at the lessons of neighboring countries is an important source of inspiration. Feel free to get in touch if you would like to discuss your own path forward towards greater innovation and adaptability. We have been helping all kinds of organizations renew themselves since 1993.