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Case study: Public sector

Large public sector department
Creating alignment through action

Challenge

• To agree a design for the new strategy function and gain leadership alignment prior to the formal integration of these two government departments 

Approach

• A four week ‘Lab’ approach was used.  During the four weeks, the existing strategy was thoroughly assessed and key stakeholders were syndicated to refine and gain alignment on the new design 

Results

• ‘Strategy’, is now an integral part of the newly formed organisation, reporting directly to the Chairman
  
  

  "I was delighted to see how a small group drawn from very different parts of the business worked so collaboratively together. They consulted colleagues and stakeholders, including our Minister, and produced a report and recommendations that exceeded all expectations."
  Director General
  
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