
"Kemi Badenoch's recent ridiculing of the prime minister over a supposed U-turn on digital ID plans (Keir Starmer denies change to digital ID plan is yet another U-turn, 14 January) is the latest example of a frustratingly narrow view of leadership. To the Conservative leader, adapting a policy is a sign of no sense of direction; to those of us who work in product management, it looks like necessary iteration of the process."
"In tech, we have long since abandoned a rigid waterfall approach, where a plan is often set in stone at the start, requiring everything to be mapped out to the nth degree before any real progress can be made. This not only delays delivery by months or years but is a notorious recipe for expensive, high-profile disasters as the plan is followed regardless of changing circumstances or new data."
"In any other professional field, a refusal to adapt to new feedback or technical reality is considered a failure. Why do we insist that our politicians remain lashed to the mast of an underperforming feature just to avoid a headline? Parliament would be far more effective if the opposition worked to help the government adapt and improve these products, rather than simply waiting for a chance to shout U-turn!"
Political commentary often treats policy adaptation as proof of weak leadership, yet product management frames iteration as essential to delivering effective solutions. A culture fuelled by media and public demand for unwavering consistency treats flexibility as a flaw. Rigid waterfall planning delays delivery and risks costly failures by ignoring changing circumstances and new data. Lean and agile methods preserve a clear vision while enabling building, feedback, and pivots when evidence indicates a better route. Governance should prioritize methodology that incorporates feedback and technical reality. Parliamentary effectiveness would improve if opposition helped refine government initiatives rather than weaponising alleged U-turns.
Read at www.theguardian.com
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