I think its the structure of the public sector. You often have seven or eight layers between the front line person and the decision makers. In my experience private companies have a far flatter structure. It is why the private sector is so much more dynamic
Ie. Junior TA has an idea on the school saves money and suggest it to line manager who is a junior teacher. The junior teacher passes the idea on to her head of department. The head of department thinks it a good idea, but is busy and everything gets forgotten. Even if she does remember it has to go to the assistant deputy head then the deputy head before it reaches the headmaster.
While ideas pass a long a chain of management they sometimes get garbled. The spark of the orginal initative is lost. The difficulty is persauding all the people in the chain that something is worth doing.
For example I wanted to implement having monitors (ie. a couple of kids) in each class who were responsible for turning computers, monitors, projectors off at the end of the school day.
Schools often have hundreds of computers and the electricity savings add up. Also projector bulbs last longer if they are not left on all night.
However as an ICT technician needed the support of the teachers. Everyone agreed it was a good idea to turn off lights/ PCs/ etc. but converting ideas into reality was something different. The children were enthusiasic and drew posters, but the idea of actually turning off kit never got off the ground.