Anticipatory governance? Capacity for unintended policy outcomes

As we start the new year of 2026, many may take the opportunity for a Janus perspective, reflecting on the past and wondering what this year may hold. This issue of Public Money & Management (PMM) offers such a reflection on the past and potentially future capacity of governments and public administration institutions, as well as challenges they face. A read of the debate, research and new development articles within this issue of PMM raises a number of questions about the capacity of governments and public administration institutions, from national to local governance contexts, and in various countries. An overarching question remains about the capacity of government, public administration institutions and public officials and practitioners to anticipate public policy and public service problems and crises. Paradoxically, some have emerged from policy decisions and public sector reforms intended to address policy problems, crises and societal challenges. The unintended outcomes of public policy decisions have often resulted in compounding extant societal challenges, exacerbating wicked policy problems, or magnifying the impact of a crisis. Do governments have the capacity for anticipatory governance, or the capacity to create unintended policy problems?