Abstract This article explores the importance of capability building to the success of public service reforms. It draws on the neglected literature on capability to explore how capability is a product (or not) of the interaction between the skills, experience and methods of an individual – and the culture, structures, processes of the organisation they work in. The analysis identifies four key features of successful capability-building reforms in the UK, which are also found in the early successes of the Goal Programme for Public Service Reform and Innovation: an iterative and permissive approach to project identification and scoping; projects on high-priority, cross-cutting outcomes that demand new ways of working; projects that are connected with conducive elements of the organisational and leadership context; projects that are designed to create or adapt ‘enabling routines’ which civil servants ‘learn by doing’. Such reforms have acted as capability factories. And as the early adopters of new routines rise through the organisation and take on new roles, they become advocates and teachers of the routines and practice they have acquired. This is how organisations learn and build the capability they need to succeed.

中文翻译：

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通过公务员改革建立转型能力

摘要 本文探讨了能力建设对公共服务改革成功的重要性。它利用有关能力的被忽视的文献来探索能力如何是（或不是）个人技能、经验和方法与其工作所在组织的文化、结构和流程之间相互作用的产物。分析确定英国成功的能力建设改革的四个关键特征，这些特征也体现在公共服务改革和创新目标计划的早期成功中： 项目识别和范围界定的迭代和许可方法；需要新工作方式的高优先级跨领域成果项目；与组织和领导环境的有利因素相关的项目；旨在创建或调整公务员“边做边学”的“赋能例程”的项目。这种改革起到了能力工厂的作用。随着新惯例的早期采用者在组织中崛起并承担新角色，他们成为他们所获得的惯例和实践的倡导者和老师。这就是组织如何学习和建立成功所需的能力。