Abstract The strategic state was conceptualised 30 years ago in response to neoliberal reforms of government and the rise of New Public Management that began in Western democracies in the 1980s. The concept was widely used by the Organisation for Economic Co‐operation and Development in assessing the performance of governments through the 2000s. This research note describes how the concept has evolved, lessons learned from the application of the concept over the last 20 years, and some new developments that affirm the continuing relevance of the concept but also make its practical application more challenging. Points for practitioners The strategic state is a well‐established concept of long‐term, outcomes‐based government. It is pertinent to contemporary debates around mission‐driven government and wellbeing approaches to government. The strategic state requires long‐term and sustained investment in strategic capabilities, in part to mitigate against electoral pressures. Secondly, it requires a connection from strategy to action through clear accountability processes for both individuals and organisations including appropriate budgeting and evaluation mechanisms. Thirdly, a successful strategic state requires effective collaboration between different levels of government. This can be supported through a relational approach to public service design and delivery. Challenges to the strategic state include increased turbulence from political events, economic crises, the climate emergency, and the rise of artificial intelligence; the erosion of public trust in government and social cohesion combined with the rise of populist movements; and a decay in the media environment with increasing public alienation and polarisation in political debate.

Ian C. Elliott

Alasdair Roberts

Australian Journal of Public Administration

Aimed at a diverse readership, the Australian Journal of Public Administration is committed to the study and practice of public administration, public management and policy making. It encourages research, reflection and commentary amongst those interested in a range of public sector settings - federal, state, local and inter-governmental. The journal focuses on Australian concerns, but welcomes manuscripts relating to international developments of relevance to Australian experience.

The Australian Journal of Public Administration aims to serve a diverse readership and is committed to the study and practice of public administration, public management, and policy making. The journal encourages research, reflection, and commentary among those interested in a variety of public sector settings—federal, state, local, and inter-governmental. While the journal focuses on Australian issues, it also welcomes manuscripts related to international developments that are relevant to the Australian experience.

《Australian Journal of Public Administration》旨在服务于多元化的读者群，致力于公共行政、公共管理和政策制定的研究与实践。该期刊鼓励在联邦、州、地方及跨政府等多种公共部门环境中，对相关主题进行研究、反思和评论。期刊主要关注澳大利亚的相关问题，但也欢迎与澳大利亚经验相关的国际发展手稿。

Category	Quartile
管理学	4
管理学, 公共管理	4

The concept of the strategic state: An assessment after 30 years

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Category	Quartile
PUBLIC ADMINISTRATION	2