Delivering on reducing government red tape
Governments can reduce red tape and enhance efficiency through continuous process improvement, workforce training, stakeholder engagement, and leveraging digital tools
When navigating rules and procedures, there’s often a challenge: how to reduce red tape while maintaining the protections for which these regulations are intended—including keeping the public safe, protecting the environment, and ensuring that public funds are used prudently for the public good.
Regulatory agencies are being called upon to not only protect consumers from the negative effects of technology and economic shifts, but also to help catalyze innovation in areas such as energy, artificial intelligence, and digital access. The twin role creates a strategic tension for regulators: protecting consumers and citizens through regulation while ensuring regulations don’t discourage innovation and growth.1
Regulatory requirements fall on everyone—individuals, businesses, and government agencies alike. Governments refer to this collective impact as “regulatory” or “administrative” burden and regularly measure—and attempt to reduce—the burden. For example, in the late 1990s, the Netherlands launched a high-profile campaign to alleviate administrative burden on companies.2 Two decades ago, European governments undertook a major administrative burden reduction initiative across the European Union.3 And numerous Canadian provinces have institutionalized red tape reduction going back to the late 2000s.4
Today, agencies are increasingly using innovative tools and emerging technologies to identify and reduce red tape. By leveraging innovative approaches such as behavioral insights, human-centered design, and AI-based technologies, governments can work to streamline processes without sacrificing safeguards.
Regulatory frameworks crafted many years ago tend to accrete over time. Many governments are revisiting these frameworks, looking for a balance between accelerating processes and guarding public interests by improving the overall experience of government interactions. By focusing on key outcome metrics, including time savings and broader societal impacts, government agencies can streamline requirements and simplify compliance.
Speed matters. When a bridge collapsed in Philadelphia in June 2023, Pennsylvania leaders put public utility first. By waiving permitting and procurement regulations, a busy section of the highway was rebuilt and reopened in a mere 12 days.5
In the Indian state of Goa, the Goa Industrial Development Corporation has launched a platform to help streamline business processes and enhance the ease of doing business in the state. The platform is designed to speed up technical clearances for industrial projects, significantly reducing processing time from several months to minutes.6
Reducing red tape can help agencies deliver on intended outcomes and create a more responsive, efficient, and effective government—one that can help build confidence in the public sector among the whole spectrum of constituencies. This trend focuses on how governments around the world are cutting red tape for businesses, citizens, and internal government processes (figure 1).
Key challenges
In launching initiatives to streamline bureaucracy, leaders cite several key challenges.
- Outdated laws and regulations, occasionally adapted through one-off changes over decades, can impede progress.
- Organizational and data silos, along with duplicative privacy safeguards, can hinder seamless integration and collaboration.
- An overly cautious compliance-heavy culture can slow innovation and efforts to streamline processes.
- Regulatory requirements spread across different agencies and levels of government in areas such as permitting can create bottlenecks and delays in projects.
- Accumulated technical debt in government systems can complicate efforts to streamline processes and implement new technologies.
- Accelerated changes in technology and business models in regulated sectors make it increasingly difficult for regulators to keep pace. The challenge is to better understand the changes and create rules and processes that continue to protect public interest in this rapidly evolving context.
Trend in action
Government to business: How simplifying the regulatory experience can help drive societal innovation
Monitoring and enforcement of complex regulations have long been cited by some in the business community as an inhibitor to growth and innovation.7 Companies, large or small, often navigate overlapping rules imposed at various levels of government. A small business owner trying to expand their operations faces a myriad of permits and licenses, each with its own set of requirements and timelines—a process that’s not only time-consuming but costly, leading to a disincentive to growth.
Governments can streamline the regulatory maze. It begins with agencies harnessing the power of generative AI, the principles of customer experience, human-centered design, and behavioral insights to help transform the regulatory landscape. By adopting these innovative regulatory approaches, regulatory agencies can protect public interest while ensuring sustainable market growth. The UK Regulators’ Pioneer Fund, for example, aims to encourage such innovations by investing in regulatory projects that encourage business innovation.8
Applying a human-centered design lens
Viewing regulatory compliance through a human-centered design lens often means rethinking the entire process from different business perspectives. “Just going out and saying ‘we’re deregulating’ can have a certain connotation,” says Michelle E. DiEmanuele, Ontario’s secretary of the cabinet. “But when you start working with industry, if you work with your consumers, and you start soliciting their thinking, you don’t ask the question ‘should we, or shouldn’t we?’ You ask the question ‘how would you? What are the things you’re worried about?’ Good stakeholder conversations are critical.”9
Regulatory excellence starts with considering the desired outcomes and the overall impact on companies, citizens, and the economy. This involves streamlining procedures, eliminating unnecessary steps, and leveraging technology to simplify interactions.
Singapore has established an interministerial committee to review current regulations, reduce red tape, and foster a more business-friendly environment. The committee engages with different business groups to understand their challenges and collaboratively find solutions.10 A separate office has been established to help small- and medium-sized enterprises get through regulatory bottlenecks.11
Singapore’s Civil Aviation Authority is one agency revisiting its regulatory framework for unmanned aircraft light shows. The authority requires each drone to carry an independent license, which can be cumbersome for shows that use more than 1,000 drones. After receiving feedback from a light-show company, the authority has recognized the need for a show-by-show approach instead of requiring individual drone licenses. This is expected to reduce licensing fees from more than US$20,000 to just a few hundred dollars for such events in the future.12
Case study: Transforming regulatory culture in New Zealand
The Ministry for Regulation in New Zealand aims to instill a culture where regulation is a last resort, intervening only when necessary.13 This aims to address a historic increase in regulations over time, to a point where many are seen as counterproductive. To help with this, the Ministry has introduced seminars for regulatory policymakers to emphasize that their job is to help New Zealanders live their lives—not to impose unnecessary rules.
To tackle these concerns, the Ministry has implemented four mechanisms. First, there is a focus on new laws, working to ensure regulations align with established principles from the outset. Second, a recourse mechanism is meant to help individuals challenge existing laws they believe do not meet these principles; for instance, stakeholders who find a regulation unreasonable can present their case to the Regulatory Standards Board. Third, the Ministry conducts sector reviews, engaging with specific industries such as finance to evaluate regulatory grievances. Lastly, the Ministry maintains ongoing regulatory stewardship, requiring departments to continually assess regulations against established principles.14
Collaboration with stakeholders is an important part of the Ministry’s success. In November 2024, the Ministry launched a red tape tipline that seeks input from various professionals including traders, farmers, teachers, chefs, and engineers.15 Engaging with business leaders and organizations like Business New Zealand, the country’s largest business-advocacy body, helps to identify and address regulatory concerns.
Measuring success involves three areas: compliance and administration costs, lost opportunities due to overly burdensome rules, and a cultural shift toward outcomes.16 While compliance costs can generally be quantified, measuring the impact of delayed projects or the shift away from a compliance-driven mindset can be more difficult to measure.
Ultimately, the goal is to foster a culture of limited but effective regulation that can serve the public interest without stifling innovation.
Harnessing the power of generative AI to transform regulatory landscapes
Advanced technologies—notably, machine learning and generative AI—can help regulatory frameworks keep pace with ever-accelerating developments, streamlining existing regulations as well as enhancing their accessibility. Regulators are beginning to leverage gen AI to craft rules that are not only more user-friendly but support innovative applications for both citizens and businesses.
Consider the transformative potential of norm engineering:17 This AI-aided approach can generate plain language, machine-readable versions of regulatory documents, ensuring that legal precedents are preserved while making regulations understandable to nonlegal readers. Democratizing regulatory information can help foster a more informed participation.
The state of Ohio exemplifies this transformation. In 2020, the state government’s InnovateOhio and Common Sense Initiative programs began to streamline regulatory documents, deploying AI-based technologies to analyze the state’s administrative code and draft a road map for regulatory reform.18 The initiative identified 2 million unnecessary words and 900 redundant rules. Consequently, the program has removed 600,000 words from the state’s building code and has eliminated several outdated requirements for paper filing and in-person appearances. The state anticipates that this initiative will save US$44 million in tax dollars and 58,000 hours of labor by 2033.19
Addressing housing affordability through reduced regulation
Governments around the world are streamlining approval processes for building projects to address housing affordability issues.20 New Zealand has passed laws aimed at lowering building costs by easing access to overseas building products and allowing more remote inspections.21 The Canadian province of Ontario, which has had a dedicated minister to cut red tape since 2022, claims that its efforts to slash regulations and administrative paperwork save developers hundreds of millions of dollars annually, speeding up housing construction.22 At a local level, California has passed a law aimed at cutting approval times for new home construction in San Francisco from two years to six months.23
Case study: Alberta’s Red Tape Reduction initiative
In 2019, the Government of Alberta committed to reducing regulatory challenges and administrative burdens by a third. A cross-government effort dubbed Red Tape Reduction has since helped streamline the administrative code and simplify legislation across more than nine ministries. Some of these efforts, such as electronic registration of vehicles, have made life easier for citizens; others have helped businesses drive economic growth by accelerating regulatory approvals to facilitate industry investment.24
Several factors have contributed to the program’s success: vigorous stakeholder engagement with private industry; a focus on reducing burden rather than simply trimming the number of regulations; scaling the initiative and mindset across provincial government; and robust measurement of burden reduction.
The results have been impressive. In its first four years, Red Tape Reduction saved Alberta citizens, businesses, and agencies more than CA$2.75 billion.25 In 2021, the Canadian Federation of Independent Businesses recognized Alberta with the province’s first “A” grade in the 11-year history of the organization’s annual Red Tape Report Card.26
Alberta has taken steps to address excess bureaucracy in a range of industries, including:
Chemical manufacturing: Reporting and regulating industrial emissions had often become a patchwork that could be both onerous and ineffective. Alberta has streamlined the process by implementing a one-stop inventory, reporting and modernizing minimum standard emissions inventory requirements. Preparing emissions inventories is now far simpler, and the new system’s transparency makes information about industrial facilities’ air pollutants available to citizens.27
Industrial manufacturing: The government’s Regulatory Transformation Project is also working to cut red tape by shortening the environmental approval processing periods and clearing backlogs of water- and land-use applications.28 Actions to lighten the load include: shifting from a rules-based system to an approach driven by outcomes and risks, speeding comparatively routine approvals, and implementing a consolidated online system for regulatory applications, approvals, and long-term environmental monitoring. Companies are still benefiting from the Ensuring Safety and Cutting Red Tape Act, 2020, which took an outcomes-based approach. For instance, it eliminated the requirement that employers record each worker’s hours daily.29
Construction: The Builders’ Lien Act aimed to align Alberta’s contract payment rules—for example, invoicing timelines—with those of other provinces, making it easier for businesses that operate across borders. The New Home Buyer Protection Act meant that builders no longer needed to complete a Building Assessment Report for new condominiums, a requirement that duplicated protections in two other legislative acts.30
Government to citizen: A path to simplified access
Ideally, citizen interactions with a government program could be quick, efficient, and seamless. Of course, it doesn’t always work that way: Individuals, families, and small businesses trying to get things done often face unnecessarily complicated forms, repeated requests for the same detailed information, and convoluted applications.
Emerging technologies can help eliminate extraneous steps, smoothing processes for both constituents and the workers trying to serve them. Agencies can enhance the user experience by simplifying applications, making it easier to access services.
Streamlining application processes
Simplifying application processes can make it easier for citizens to receive the services for which they are eligible and help reduce frustration. The UK government has launched a digital tool allowing constituents to complete forms online, eliminating the need for paper-based processes. GOV.UK forms seeks to facilitate access to services and aid applications.31 The tool has already assisted more than 20,000 armed forces personnel in applying for veterans’ badges.32
Integrating data sources to plug data gaps
Governments can integrate various data sources to reduce the need for constituents to repeatedly provide the same information. In Puerto Rico, a digital ID initiative called IDEAL uses an application programming interface layer to share information agencies already hold on a constituent. For instance, when applying for a housing voucher, applicants would previously have to compile and present a daunting collection of documents. Now, with the applicant’s consent, IDEAL would allow departments to search the applicant’s ID and find necessary documents.33
Leveraging technology to simplify workflows
AI-aided automation, ideal for handling repetitive tasks, can reduce the workload for both constituents and government employees. In the United Kingdom, Hertfordshire Community NHS Trust used robotic process automation to streamline Children and Young People Therapies Services for end-to-end patient referrals. Workers had been manually processing referrals based on emails, leading to inevitable errors and delays. The new system features a user-friendly online form with mandated fields and validation rules, significantly reducing incorrect or missing information. This automated process has lightened the administrative workload while improving efficiency, accuracy, and patient care.34
Setting the digital foundation for proactive service delivery
Governments are moving toward an integrated, frictionless, and proactive service delivery. Taking advantage of new digital technologies, behavioral insights, and making use of available data can enable agencies to provide services personalized to constituents’ diverse needs. The Indian state of Karnataka uses data from Aadhaar, India’s national digital identity platform, to proactively provide old-age pensions to eligible families with incomes below a certain threshold. Beneficiaries do not have to apply for the pension: It’s automatically credited to their Aadhaar-linked bank account.35
Case study: Estonia’s family benefit allowance
Before 2019, 97% of new Estonian parents had to manually apply for one or more of 10 types of family benefits, a process that took officials about two hours per application to process. In October 2019, Estonia’s Social Insurance Board launched a proactive family benefit service, eliminating the need for parents to apply. An automated IT system now queries the Estonian National Population Register nightly for new births and uses parents’ digital IDs to gather necessary data from other registries. This system follows the principle of once-only, where users need to provide certain information to the system only once, avoiding repeated requests for information.36
The system pre-populates the benefits data on the family’s self-service portal. Parents simply confirm the information, and the money is transferred to their accounts within 30 seconds. By 2022, the system automatically checked 99.99% of Estonian births for eligibility, resulting in a 91% service satisfaction rate and an 88% reduction in the need for parents to contact government workers.37
Government to government: Tackling the hidden costs of internal bureaucracy
As noted above, in recent years, agencies have worked to clear obstacles in government-to-business and government-to-citizen interactions. However, governments have paid comparatively less attention to reducing the burden of internal bureaucratic processes within agencies themselves.38 This is hardly a minor oversight: It is a critical issue at the heart of governmental efficiency and effectiveness.
Harvard Law School Professor Cass Sunstein defines sludge, more broadly as “frictions that separate people from what they want to get.”39 While his exploration of the concept mainly pertains to consumer experience, sludge can be defined as any factor that hinders organizations from making decisions, fostering innovation, and enhancing both human and business performance outcomes. Without careful oversight, process and rules become more prevalent over time as an organization grows, expands, and becomes more complex. As Jenny Mattingley, who served at the US Office of Management and Budget prior to her current role of vice president of government affairs at Partnership for Public Service, states “Agencies are following policies written in the 70’s and 80’s. They still talk about faxing forms as a requirement because it’s no one’s job to say, ‘How do we go back through everything and make it simpler?’”40
Internal government administrative requirements typically emerge out of good intentions: preventing fraud and abuse, guarding against bias, and ensuring rules and regulations are followed. These goals, however, frequently create administrative overload—committees, meetings, process choke points—that quickly outweigh their benefits and long outlive the original problem’s solution. The costs of this can be multifaceted: lost productivity, damaged employee morale, erosion of organizational capacity, blurred accountability, a detrimental impact on workplace culture, and a significant slowdown in innovation.41
“Every organization is in the business of starting, maintaining, and stopping things. Most are really good at starting and maintaining but poor at stopping,” says Alexis Bonnell, former chief information officer and director of the Digital Capabilities Directorate of the Air Force Research Laboratory. “And workers are overloaded with toil, all the little tasks that take up time and attention.”42
A report by project management tool Asana in 2022 found that workers spent an average of 257 hours annually navigating inefficient processes, and almost the same amount (258 hours) on duplicative work and unnecessary meetings. That adds up to 12 workweeks per year.43 Similarly, according to our analysis, US federal government workers spend more than half a billion hours documenting and recording information.44 These mundane tasks may be important, but if not done in an efficient manner, can lead to employee stagnation, burnout, and adverse wellness outcomes, ultimately distracting people from time that could be spent on work requiring motivation and creativity.
Listening to frontline workers
How can government leaders begin to root out these challenges? Consider listening to frontline workers, the most intimately acquainted with the inefficiencies and redundancies that can gum up agencies’ daily operations.
That’s what leaders in Ontario did when they embarked on their reform efforts. “When the front line said, this is burdensome … we changed it,” DiEmanuele says.45
“We’ve changed so many of our internal processes to make it easier for our staff to do their work. Between 2023 and 2024, we saved US$12.4 million using lean recommendations, avoiding US$5.4 million in costs via in-house training and coaching ... and 17 years in time savings for citizens, businesses, and public servants,” adds DiEmanuele.46
By empowering workers to identify improvements in real time, leaders can establish a continuous feedback mechanism to help cut red tape. Additionally, agencies can measure and incentivize workers to identify and eliminate inefficient practices that do not contribute to improved outcomes for the government or its constituents. For instance, the New South Wales Police Force is focusing on reducing “blue tape”—a term, originating from officers’ uniform color, referring to administrative paperwork that hinder officers’ ability to actively respond to incidents on the ground. With assistance from the Police Association of New South Wales, a trade union organization, the force is working on efforts to reduce police workload by focusing on technology, policy, and legislation. The move resulted in a proposal of more than 100 potential changes to work, many of which are on the way to implementation.47
Launching friction reduction initiatives
In 1998, South Korea’s Regulatory Reform Committee initiated an ambitious regulatory reform program that reduced over 50% of the country’s regulations within one year to recover from the Asian financial crisis.48 The program included initiatives such as the establishment of a mandatory regulatory registration system, requiring all regulations to be officially recorded and assigned unique codes, thereby eliminating hidden or outdated rules. The committee also mandated that new regulations could only be introduced if an equivalent number of existing regulations were repealed, which helped prioritize essential regulations and avoid unnecessary additions. Furthermore, sunset provisions were implemented to ensure regulations remained relevant in a rapidly changing society. Most of them were assigned an expiration date, typically five years, fostering periodic reassessment and preventing the accumulation of outdated regulations.49
More recently, in 2023, the United Arab Emirates introduced the Zero Government Bureaucracy program, focusing on the potential for reengineering processes, adopting commercial leading practices, reevaluating existing process controls, and leveraging digital tools to automate and expedite tasks.50 Later that year, the government tasked ministries and government entities with the immediate execution of the program, including canceling at least 2,000 government measures and halving the time required for procedures by the end of 2024. The program aims to make government procedures simpler, quicker, and more efficient by consolidating similar processes and removing unnecessary steps.51
Employing generative AI to automate lower-value work
The advent of generative AI offers an avenue for further reducing this internal burden. AI-driven applications could potentially save frontline workers in government countless hours, freeing them to focus on more meaningful and impactful work.52
Traditionally, government acquisition processes are careful and slow, involving multiple layers of screening and approvals from various parties. It is slowed by manual procedures and outdated methods, such as filling out PDFs and paper forms. To combat this issue, the US Department of Defense’s Chief Digital and AI Office is developing Acqbot, an AI-powered tool to write contracts and help accelerate the federal contracting process. The tool generates text with a goal of modernizing the largely manual contracting process. Acqbot makes no contracting decisions, and there’s a human involved in reviewing and validating the AI-generated text at each stage of the process.53
Case study: Boosting the productivity of public sector employees in Singapore
In 2023, Singapore introduced Pair, a suite of AI-based solutions aimed at helping government employees boost productivity by automating daily tasks and enhancing large dataset searches. Pair Chat aids in summarization, brainstorming, research, writing, and idea generation, with more than 11,000 employees across 100 agencies using it within the first two months.54 Pair Noms—short for notes of meetings—focuses on tasks such as writing meeting minutes, transcribing, formatting, and generating high-quality minutes in under an hour.55 Pair Search enhances the search experience for publicly accessible government records such as parliamentary debates, Supreme Court judgments, and legislation documents.56
The Pair suite has more than 20,000 weekly active government users, saving employees an estimated 46% of time on administrative tasks.57 The system’s AI models are trained on datasets contextualized for the Singapore government, with data stored securely on government-issued devices and logged onto the cloud.58
Embracing AI and automation smartly and responsibly, can help government agencies streamline operations, speed up processes, and free up human resources for higher-impact tasks. Beyond technology, agency leaders should look to clear challenges hampering operations and unlock new levels of efficiency, innovation, and employee satisfaction. The path forward should involve listening to those on the front lines, incentivizing the identification of inefficiencies, and embracing the transformative potential of digital tools and generative AI.
Tools and strategies to deliver on reducing government red tape
By leveraging the following technology and business tools and strategies, governments can create a more efficient, transparent, and responsive regulatory environment, reduce red tape and enhance service delivery.
- AI and generative AI automate repetitive tasks, processes, and speed up administrative workflows.
- Norm engineering standardizes and simplifies regulatory frameworks, making compliance easier and more straightforward for both citizens and businesses.
- Enhanced data-sharing facilitates seamless information exchange between departments, reducing the need for redundant data collection and processing.
- Red tape reduction audits identify and eliminate unnecessary frictions in government, streamlining operations and improving efficiency.
- Organizational flattening reduces hierarchy, enabling faster decision-making and more direct communication channels.
- Human-centered design tools focus on user experience to redesign processes, making them more intuitive and less burdensome for citizens.
- Behavioral insights and science uses data-driven insights to design policies and processes and improve overall customer experience.
My take
Sludge reduction in New South Wales, Australia
James Bates, executive director, Customer, Data & Insights, and Dave Trudinger, director, Behavioural Insights Unit at NSW Department of Customer Service59
Since the 1980s and 1990s, New South Wales (NSW) has been on a journey to revolutionize government services. What began as a focus on administrative burden, competition, and user-centered design gradually transformed into a broader mission to enhance the customer experience of government. One of the pivotal moments in this evolution was the creation of the NSW Behavioural Insights Unit (BIU) in 2012. By July 2019, the BIU had found its home within the Department of Customer Service, with a clear mandate: to weave behavioral insights into the fabric of everyday policy and service design, ultimately improving outcomes for all residents of NSW.
Enter the "sludge audit"—a method devised to identify and quantify the barriers that hinder effective service delivery. This innovative approach, originally championed by academics like Dilip Soman (University of Toronto) and Cass Sunstein (Harvard Law School), tapped into the intrinsic motivation of public sector employees, who are often driven by a deep-seated desire to improve service delivery. In 2021, this culminated in the world’s first sludge-a-thon.60 Teams from across the department came together, armed with the sludge audit method, to reduce bureaucratic friction and enhance customer interactions, thereby improving mission outcomes. Since then, sludge audits have been taken up across NSW government agencies.
Consider the process of registering and obtaining a death certificate, a task that, for many, was a daunting prospect during an already difficult time. A sludge audit revealed that 20% of registrations experienced a three-day delay, with each additional problem taking 20 minutes for staff to resolve. Documentation errors alone generated over 7,000 calls and 14,000 emails to support annually. The solution? Simplified instructions to reduce errors, status updates to keep applicants informed, and automatic error alerts. The result? A remarkable 74% of surveyed individuals later rated the process as easy, with only some of these solutions implemented—and more to come.61
Early childhood development presented another opportunity for a behaviorally informed customer experience approach. In NSW, parents receive a “Blue Book” when a newborn leaves the hospital, outlining developmental stages and including eight health checks. While 90% of children receive their first check, only 10% complete the final check at age four. Mapping the overwhelming journey of new parents and then identifying opportunities to simplify instructions and provide reminders led to a 30% increase in the number of six- to eight-week check bookings, ensuring more children are developmentally on track and enhancing their potential.62
From a business perspective, reducing red tape can boost economic productivity. Take the process of applying for trade licenses, such as those for builders. By conducting a sludge audit, the team examined the applicant’s experience, including waiting times and documentation collection, and identified key roadblocks. This effort not only lowered costs by reducing the number of inquiries about application requirements but also allowed employees to focus on more productive tasks.
Within the NSW government, sludge academies and sludge-a-thons have been organized to build capability among public servants to identify and eliminate barriers in service delivery. Teams learn to complete sludge audits, conducting a detailed analysis of service processes to identify and removing unnecessary steps, reducing friction and improving the overall experience. The iterative and innovation-oriented approach in applying behavioral insights has been key to success.
In 2023, NSW partnered with the Organisation for Economic Co-operation and Development to launch an International Sludge Academy.63 Representatives from 16 governments came together with a shared goal: to boost citizens’ satisfaction, trust, and access to government services. By applying behavioral science to their respective government processes, teams conducted sludge audits to identify complexities and frictions in public services, making it easier for citizens and businesses to interact with the government.
This is an example of the power of behavioral insights and the pursuit of a better, more inclusive, and more efficient government. It’s a story of how small changes, when thoughtfully applied, can lead to improvements in the lives of everyday people.64
BY
The authors would like to thank Joe Mariani from the Center for Government Insights, and Jitinder Kohli, Stephen Harrington, Daniel Markham, Caroline Abela, Scott Streiner, and Pankaj Kishnani for providing feedback and suggestions at critical junctures. In addition, the authors would like to thank David Seymour, minister for regulation in New Zealand, and Michelle E. DiEmanuele, Ontario’s secretary of the cabinet for their thoughtful insights on the draft; and finally, James Bates and Dave Trudinger at the Department of Customer Service, New South Wales, for their valuable input in the “My take” section.
Cover art by: Sofia Sergi; Getty Images
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