The recent exchange between Kemi Badenoch and Keir Starmer in the House of Commons has reignited the debate around the role of flexibility in political leadership. As a product manager in Manchester, I believe our political culture’s rigid approach to policy-making could learn a thing or two from the tech industry’s embrace of agile methodologies.
Badenoch’s criticism of the Prime Minister’s supposed “U-turn” on digital ID plans is symptomatic of a broader issue. Both the Conservative and Labour parties have been quick to weaponise the “U-turn” label, treating any change in course as a sign of weakness. However, in the fast-paced, data-driven world of product development, such adaptability is seen as a strength, not a flaw.
The outdated “waterfall” approach to governance, where plans are set in stone from the outset, is a recipe for disaster. It not only delays delivery by months or even years but also leaves little room for adjustments based on changing circumstances or new information. In contrast, the tech industry’s adoption of “lean” and “agile” methods encourages a more responsive and iterative approach.
This doesn’t mean starting without a clear vision. Rather, it’s about building, listening to feedback, and pivoting when the evidence suggests a more efficient path to the goal. Whether one supports or opposes the specific digital ID proposals is almost beside the point. What matters is the methodology of governance.
In any other professional field, a refusal to adapt to new realities would be considered a failure. Yet, in the political sphere, we insist that our leaders remain lashed to the mast of an underperforming policy, just to avoid a negative headline.
Parliament would be far more effective if the opposition worked to help the government adapt and improve its “products,” rather than simply waiting for a chance to shout “U-turn!” We should be more concerned by a government that refuses to listen than by one that is willing to refine its plans. A change in course shouldn’t be seen as a sign of weakness – it’s usually the sign of a working brain.
The tech industry’s embrace of flexibility and iteration could provide a valuable lesson for our political leaders. By fostering a culture that celebrates adaptability and responsiveness, we can create a more dynamic and effective system of governance, one that is better equipped to navigate the complexities of the modern world.
