Aaron Percival
@ampercival.bsky.social
aaronpercival.substack.com
Director / @SSC_SPC / Public Sector Transformation Leader – Driving Change for Real Impact | Obsessed with Value, Cares Deeply, Gets Things Done #PublicSector #DigitalGovernment #ServiceDelivery #Transformation #GCDigital
Director / @SSC_SPC / Public Sector Transformation Leader – Driving Change for Real Impact | Obsessed with Value, Cares Deeply, Gets Things Done #PublicSector #DigitalGovernment #ServiceDelivery #Transformation #GCDigital
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For public sector leaders, tying decisions and governance to outcome, not activity, creates clarity and confidence. If you revisited your project’s why today, what would become clearer?
#PublicSector #Leadership #Transformation #Outcomes
For public sector leaders, tying decisions and governance to outcome, not activity, creates clarity and confidence. If you revisited your project’s why today, what would become clearer?
#PublicSector #Leadership #Transformation #Outcomes
November 18, 2025 at 5:04 PM
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For public sector leaders, tying decisions and governance to outcome, not activity, creates clarity and confidence. If you revisited your project’s why today, what would become clearer?
#PublicSector #Leadership #Transformation #Outcomes
For public sector leaders, tying decisions and governance to outcome, not activity, creates clarity and confidence. If you revisited your project’s why today, what would become clearer?
#PublicSector #Leadership #Transformation #Outcomes
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As Simon Sinek explains, people commit more deeply when they know the purpose behind the work. Purpose builds alignment, motivation, and resilience when conditions shift.
As Simon Sinek explains, people commit more deeply when they know the purpose behind the work. Purpose builds alignment, motivation, and resilience when conditions shift.
November 18, 2025 at 5:04 PM
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As Simon Sinek explains, people commit more deeply when they know the purpose behind the work. Purpose builds alignment, motivation, and resilience when conditions shift.
As Simon Sinek explains, people commit more deeply when they know the purpose behind the work. Purpose builds alignment, motivation, and resilience when conditions shift.
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Bilbao’s lesson is clear: the goal wasn’t a museum, but economic renewal. Once the why was defined, every decision aligned with that destination.
Bilbao’s lesson is clear: the goal wasn’t a museum, but economic renewal. Once the why was defined, every decision aligned with that destination.
November 18, 2025 at 5:04 PM
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Bilbao’s lesson is clear: the goal wasn’t a museum, but economic renewal. Once the why was defined, every decision aligned with that destination.
Bilbao’s lesson is clear: the goal wasn’t a museum, but economic renewal. Once the why was defined, every decision aligned with that destination.
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Start with the outcomes you want people to experience, then work backward. This shift—highlighted in How Big Things Get Done—keeps projects focused on impact instead of momentum.
Start with the outcomes you want people to experience, then work backward. This shift—highlighted in How Big Things Get Done—keeps projects focused on impact instead of momentum.
November 18, 2025 at 5:04 PM
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Start with the outcomes you want people to experience, then work backward. This shift—highlighted in How Big Things Get Done—keeps projects focused on impact instead of momentum.
Start with the outcomes you want people to experience, then work backward. This shift—highlighted in How Big Things Get Done—keeps projects focused on impact instead of momentum.
5/
Speed without preparation is recklessness.
Preparation without speed is stagnation.
Speed without preparation is recklessness.
Preparation without speed is stagnation.
October 28, 2025 at 5:14 PM
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Speed without preparation is recklessness.
Preparation without speed is stagnation.
Speed without preparation is recklessness.
Preparation without speed is stagnation.
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Defining “done” clearly, using data from past projects, mapping risks—these steps might feel slow, but they create the conditions for real speed later.
Defining “done” clearly, using data from past projects, mapping risks—these steps might feel slow, but they create the conditions for real speed later.
October 28, 2025 at 5:14 PM
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Defining “done” clearly, using data from past projects, mapping risks—these steps might feel slow, but they create the conditions for real speed later.
Defining “done” clearly, using data from past projects, mapping risks—these steps might feel slow, but they create the conditions for real speed later.
3/
Oxford’s Bent Flyvbjerg and Nobel laureate Daniel Kahneman call for a different rhythm: think slow, act fast.
Plan deliberately. Execute decisively. That’s how big things get done.
Oxford’s Bent Flyvbjerg and Nobel laureate Daniel Kahneman call for a different rhythm: think slow, act fast.
Plan deliberately. Execute decisively. That’s how big things get done.
October 28, 2025 at 5:14 PM
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Oxford’s Bent Flyvbjerg and Nobel laureate Daniel Kahneman call for a different rhythm: think slow, act fast.
Plan deliberately. Execute decisively. That’s how big things get done.
Oxford’s Bent Flyvbjerg and Nobel laureate Daniel Kahneman call for a different rhythm: think slow, act fast.
Plan deliberately. Execute decisively. That’s how big things get done.
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In government, the instinct is to move quickly—launch the program, cut the ribbon, show progress.
But research shows that rushing the start often means years of delays later.
In government, the instinct is to move quickly—launch the program, cut the ribbon, show progress.
But research shows that rushing the start often means years of delays later.
October 28, 2025 at 5:14 PM
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In government, the instinct is to move quickly—launch the program, cut the ribbon, show progress.
But research shows that rushing the start often means years of delays later.
In government, the instinct is to move quickly—launch the program, cut the ribbon, show progress.
But research shows that rushing the start often means years of delays later.
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Above all, remember why we do this work: to deliver better services for Canadians and steward public funds responsibly.
What resilience habits are helping your team right now?
#Resilience #Leadership #PublicService #MentalHealth
Above all, remember why we do this work: to deliver better services for Canadians and steward public funds responsibly.
What resilience habits are helping your team right now?
#Resilience #Leadership #PublicService #MentalHealth
October 22, 2025 at 4:03 PM
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Above all, remember why we do this work: to deliver better services for Canadians and steward public funds responsibly.
What resilience habits are helping your team right now?
#Resilience #Leadership #PublicService #MentalHealth
Above all, remember why we do this work: to deliver better services for Canadians and steward public funds responsibly.
What resilience habits are helping your team right now?
#Resilience #Leadership #PublicService #MentalHealth
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A few habits that help:
🔹 Be clear about what we know—and what we don’t.
🔹 Focus on what we can control today.
🔹 Celebrate small wins and lessons learned.
A few habits that help:
🔹 Be clear about what we know—and what we don’t.
🔹 Focus on what we can control today.
🔹 Celebrate small wins and lessons learned.
October 22, 2025 at 4:03 PM
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A few habits that help:
🔹 Be clear about what we know—and what we don’t.
🔹 Focus on what we can control today.
🔹 Celebrate small wins and lessons learned.
A few habits that help:
🔹 Be clear about what we know—and what we don’t.
🔹 Focus on what we can control today.
🔹 Celebrate small wins and lessons learned.
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Lately, I’ve been reflecting on how we can build resilience together. Not just to survive tough times, but to adapt and stay connected through them.
Lately, I’ve been reflecting on how we can build resilience together. Not just to survive tough times, but to adapt and stay connected through them.
October 22, 2025 at 4:03 PM
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Lately, I’ve been reflecting on how we can build resilience together. Not just to survive tough times, but to adapt and stay connected through them.
Lately, I’ve been reflecting on how we can build resilience together. Not just to survive tough times, but to adapt and stay connected through them.
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Uncertainty is high. Anxiety is high. I feel it too. The unknowns affect all of us, and that makes leadership especially challenging.
Uncertainty is high. Anxiety is high. I feel it too. The unknowns affect all of us, and that makes leadership especially challenging.
October 22, 2025 at 4:02 PM
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Uncertainty is high. Anxiety is high. I feel it too. The unknowns affect all of us, and that makes leadership especially challenging.
Uncertainty is high. Anxiety is high. I feel it too. The unknowns affect all of us, and that makes leadership especially challenging.
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The takeaway? IT isn’t like other projects. Its risks behave differently—so our plans, forecasts, and interventions must too.
Recognize the tail. Design for volatility. Act early.
#PublicSector #DigitalTransformation #ITRisk #GovTech #ProjectManagement #Leadership
The takeaway? IT isn’t like other projects. Its risks behave differently—so our plans, forecasts, and interventions must too.
Recognize the tail. Design for volatility. Act early.
#PublicSector #DigitalTransformation #ITRisk #GovTech #ProjectManagement #Leadership
October 7, 2025 at 3:17 PM
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The takeaway? IT isn’t like other projects. Its risks behave differently—so our plans, forecasts, and interventions must too.
Recognize the tail. Design for volatility. Act early.
#PublicSector #DigitalTransformation #ITRisk #GovTech #ProjectManagement #Leadership
The takeaway? IT isn’t like other projects. Its risks behave differently—so our plans, forecasts, and interventions must too.
Recognize the tail. Design for volatility. Act early.
#PublicSector #DigitalTransformation #ITRisk #GovTech #ProjectManagement #Leadership
4/
Add the “outside view.”
Use reference-class forecasting and independent, think-slow reviews to counter optimism bias. IT risk isn’t linear—small misjudgments can snowball into massive overruns.
Add the “outside view.”
Use reference-class forecasting and independent, think-slow reviews to counter optimism bias. IT risk isn’t linear—small misjudgments can snowball into massive overruns.
October 7, 2025 at 3:17 PM
4/
Add the “outside view.”
Use reference-class forecasting and independent, think-slow reviews to counter optimism bias. IT risk isn’t linear—small misjudgments can snowball into massive overruns.
Add the “outside view.”
Use reference-class forecasting and independent, think-slow reviews to counter optimism bias. IT risk isn’t linear—small misjudgments can snowball into massive overruns.
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What leaders can do now:
• Budget at P80–P95 and track portfolio exposure
• Prefer modular, platform-based delivery
• Avoid “bespoke by default”
• Pre-authorize kill-switches and pivots for early intervention
What leaders can do now:
• Budget at P80–P95 and track portfolio exposure
• Prefer modular, platform-based delivery
• Avoid “bespoke by default”
• Pre-authorize kill-switches and pivots for early intervention
October 7, 2025 at 3:17 PM
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What leaders can do now:
• Budget at P80–P95 and track portfolio exposure
• Prefer modular, platform-based delivery
• Avoid “bespoke by default”
• Pre-authorize kill-switches and pivots for early intervention
What leaders can do now:
• Budget at P80–P95 and track portfolio exposure
• Prefer modular, platform-based delivery
• Avoid “bespoke by default”
• Pre-authorize kill-switches and pivots for early intervention
2/
Compared with 22 other project types—from roads and rail to wind farms and even nuclear—IT is the worst once overruns hit.
Its risk tail is heavier than any peer. “Rare” blowouts aren’t background noise—they define outcomes, distort forecasts, and erode trust.
Compared with 22 other project types—from roads and rail to wind farms and even nuclear—IT is the worst once overruns hit.
Its risk tail is heavier than any peer. “Rare” blowouts aren’t background noise—they define outcomes, distort forecasts, and erode trust.
October 7, 2025 at 3:17 PM
2/
Compared with 22 other project types—from roads and rail to wind farms and even nuclear—IT is the worst once overruns hit.
Its risk tail is heavier than any peer. “Rare” blowouts aren’t background noise—they define outcomes, distort forecasts, and erode trust.
Compared with 22 other project types—from roads and rail to wind farms and even nuclear—IT is the worst once overruns hit.
Its risk tail is heavier than any peer. “Rare” blowouts aren’t background noise—they define outcomes, distort forecasts, and erode trust.
Your turn: Which gap do you think erodes trust the most? Reply with your vote ⬇️
1️⃣ Misreading needs
2️⃣ Wrong standards
3️⃣ Weak delivery
4️⃣ Overpromising
#PublicService #TrustInGovernment #GovInnovation
1️⃣ Misreading needs
2️⃣ Wrong standards
3️⃣ Weak delivery
4️⃣ Overpromising
#PublicService #TrustInGovernment #GovInnovation
September 23, 2025 at 2:07 PM
Your turn: Which gap do you think erodes trust the most? Reply with your vote ⬇️
1️⃣ Misreading needs
2️⃣ Wrong standards
3️⃣ Weak delivery
4️⃣ Overpromising
#PublicService #TrustInGovernment #GovInnovation
1️⃣ Misreading needs
2️⃣ Wrong standards
3️⃣ Weak delivery
4️⃣ Overpromising
#PublicService #TrustInGovernment #GovInnovation
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Closing these gaps isn’t an academic exercise. It’s about whether citizens feel respected, heard, and served. Public trust grows when expectations and experiences align.
Closing these gaps isn’t an academic exercise. It’s about whether citizens feel respected, heard, and served. Public trust grows when expectations and experiences align.
September 23, 2025 at 2:07 PM
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Closing these gaps isn’t an academic exercise. It’s about whether citizens feel respected, heard, and served. Public trust grows when expectations and experiences align.
Closing these gaps isn’t an academic exercise. It’s about whether citizens feel respected, heard, and served. Public trust grows when expectations and experiences align.
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The last one, expectation vs. perception, is key. But it only widens if leaders misread needs, set poor standards, or fail in delivery. Trust unravels when these gaps reinforce each other.
The last one, expectation vs. perception, is key. But it only widens if leaders misread needs, set poor standards, or fail in delivery. Trust unravels when these gaps reinforce each other.
September 23, 2025 at 2:07 PM
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The last one, expectation vs. perception, is key. But it only widens if leaders misread needs, set poor standards, or fail in delivery. Trust unravels when these gaps reinforce each other.
The last one, expectation vs. perception, is key. But it only widens if leaders misread needs, set poor standards, or fail in delivery. Trust unravels when these gaps reinforce each other.
2/
Researchers found 5 major “gaps” in service quality:
– Misreading needs
– Wrong standards
– Delivery failures
– Overpromising in comms
– Expectation vs. perception
Researchers found 5 major “gaps” in service quality:
– Misreading needs
– Wrong standards
– Delivery failures
– Overpromising in comms
– Expectation vs. perception
September 23, 2025 at 2:07 PM
2/
Researchers found 5 major “gaps” in service quality:
– Misreading needs
– Wrong standards
– Delivery failures
– Overpromising in comms
– Expectation vs. perception
Researchers found 5 major “gaps” in service quality:
– Misreading needs
– Wrong standards
– Delivery failures
– Overpromising in comms
– Expectation vs. perception