Managing Director (age 42) of the UK arm of a global management consultancy – Chief Information Officer of the UK government – Head of Tony Blair’s Delivery Unit – Permanent Secretary at the Department of Innovation Universities and Skills – Chief Executive of the Football Association – Permanent Secretary at the Cabinet Office – Chief Operating Officer (age 52) of the Efficiency & Reform Group – and it’s not over yet.Enviable. By any lights, that is a successful career.
Or is it?
In 2000, Ian Watmore was the Managing Director of Accenture UK. Take a step back. Before having a Managing Director, Accenture UK used to have a Managing Partner, James Hall.
Now take a step forwards. When Tony Blair and Whitehall decided in 2002 that the National Health Service should be computerised from end to end, a new project was born, NPfIT, the National Programme for IT.
NPfIT looks like costing
Their cause was further favoured when, in 2004, Ian Watmore left to become the UK government’s Chief Information Officer. As far as Accenture is concerned, there’s nothing so useful as having your alumni occupying influential positions in the government machine.
And in 2006, more of the same. James Hall left Accenture to become Chief Executive of the Identity & Passport Service, placing him at the head of the Home Office’s £6 billion National Identity Scheme, the cocktail of ID cards, ePassports and biometric visas/residence permits so beloved of Tony Blair and Whitehall.
In the event, how much of the projected £17 billion+ harvest did Accenture reap?
None. The National Identity Scheme expired worthless in 2010. And earlier, in 2006, we had already learnt that Accenture’s NHS losses grow as NPfIT delays mount:
Leaving his previous employers with a bill for $450 million+ makes something of a dent in Ian Watmore's CV. But let's draw a line in the sand and move on to his next employers, the Cabinet Office.
Accenture, the leading management and technology consulting firm, announced a provision for a further $450 million of losses against its contract to deploy IT systems on behalf of the English NHS.
In 2005, Sir Gus O’Donnell became Cabinet Secretary. He wasn’t asked to lead on national security. That job was given to Sir David Omand. Sir Gus was asked by Tony Blair to concentrate instead on delivering “joined up government”.
The result was a November 2005 Cabinet Office paper, Transformational Government Enabled by Technology, written in the unmistakable language of the management consultant:
In English, Transformational Government meant sacking all the frontline public servants and replacing them with computers. It meant issuing everyone in the UK with an electronic ID. And it meant that all the big departments of state would share their data. That way, the Whitehall computers could deliver the right benefits to the right people (or “customers”).
To lead the transformation of groups of services to customers, especially for those which cut across organisational boundaries, the Government will appoint Customer Group Directors, each reporting to one Minister responsible for that customer group. Key responsibilities of a Customer Group Director will be to sponsor customer insight and research into the needs of that customer group; to lead the design of services including overall channel planning, joining-up of presentation and delivery, branding and communication, and service improvements; to track and communicate performance against customer related targets; and to represent the interests of their customers as necessary in existing inter-departmental governance and in the governance of this strategy.
There are any number of reasons why Transformational Government could never work. One of them is that the big departments of state have no intention of sharing their data. Ian Watmore could call all the meetings he liked at which the Home Office was meant to lie down with DWP and HMRC and the Department for Children Schools and Families and the Department of Health but, as the BBC’s File on 4 told us, they simply didn’t turn up. The writ of the Cabinet Office does not run wide.
Nothing ever came of Transformational Government. But once again Ian Watmore had moved on before his employers found out, becoming in January 2006 Head of Tony Blair’s Delivery Unit. There are no known deliveries made there by Mr Watmore and no known innovations introduced as a result of his subsequent tenure at the Department of Innovation Universities and Skills.
There followed an embarrassing nine months or so as Chief Executive of the Football Association. After which, Human Resources at Whitehall found Ian Watmore's CV once again on their desk. What transferable skills of his could they possibly find attractive?
A good question. Whatever the answer was, Ian Watmore was reinstalled, this time as Permanent Secretary at the Cabinet Office. Among others, he now enjoys the title of “the Government’s Chief Operating Officer”.
And all those failed projects? Zombies, all.
They’re all climbing out of their graves now, sightless and rotting, lurching around Whitehall and threatening to devour public money by the billion. The transformation or reform of Whitehall is to be based on a lot of schemes that have already failed. That, supposedly, is the way to improve efficiency.
NPfIT limps on. Giant data centres are to be built at which all departmental data will be shared. There is to be a Civil Registration Act and everyone will be bar coded through a resurrected Identity Assurance service. Access to public services will be “digital by default”. Frontline public servants will go, to be replaced by G-Cloud – the Government Cloud – i.e. the web.
What does Francis Maude, Cabinet Office Minister, know of the difficulties of ensuring security over the web? Or David Cameron – what does he know? Or for that matter, Sir Gus O'Donnell.
It doesn’t matter. Whitehall wants a G-Cloud and Ian Watmore is the man to deliver it – just look at his CV.
And we the public will pay for it. In every sense.