The need to overhaul systems thinking in public sector management is discussed. While systems thinking as the methodology behind purpose-driven change could be used to accomplish missions, the public sector is not necessarily interested or ready to use it for that. Systems thinking inside the public sector is generally a ‘sense-making’ tool to make interconnectedness visible (usually with the help of outside experts) rather than a day-to-day practise that helps guide everyday action and decisionmaking. Even if policy makers as individuals are systems thinkers, it does not mean the policies they design are systemic; one needs institutions to support systems policymaking. OECD’s and IIASA’s work shows that public sector leaders face an uphill battle: there is little clarity on who should promote systems thinking in public organisations and who should assure their capacity.