but it's interesting how we reward risk—taking in the private sector. we allow the venture capitalists to brag about it, but as soon as a civil servant makes a mistake, front page of the newspaper. so the question you're asking is not onejust about long—termism in the public sector, but also, what is the human—resource strategy that we actually need within the civil service that allows both long—termism, but also the welcoming of that kind of experimentation and trial and error and error and error, cos you won't learn how to ride a bike without falling off. if we don't allow those kinds ofjob structures and culture of experimentation inside the state, none of these missions will work. right, and to return to the little phrase i used at the beginning about earthly reality perhaps clashing with some of your more idealistic visions, earthly reality today is that across the world, in democracies and maybe in the not—so—democratic countries, what we see are rising, alarming levels of mistrust in government, in officialdom, in the people who rule over our lives. there is deep scepticism. covid perhaps has brought that out once again. trust and faith are central
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