Working on boards in the public sector

The speaker shares extensive experience in both public and private sector boards, highlighting commonalities such as accountability and strategy delivery. They discuss motivations of non-executive directors, noting differences in public and private sectors. Performance metrics are easier to assess in private sectors, while public sectors focus on making a difference. Challenges include ministerial interference and less robust performance management in public sectors. Despite these, public sector roles are complex, impactful, and rewarding, exemplified by the speaker's role with the Royal Navy.

In what ways does the speaker suggest that the public sector can be more complex than the private sector?

What does the speaker identify as a privilege of working in the public sector?