The following selected case studies provide an overview of situations we have experienced in our practice.
Whilst the main purpose for our collaboration in each situation is highlighted, there is in each situation multiple factors involved, such as customer experience, cost saving, responding to a crisis.
Creation of a new organisation bringing together multiple service providers to deliver consistency and efficiency.
The UK Civil Service began a functional leadership programme to bring together a wide cross section of service providers.
We worked with several of the newly appointed Heads of Department, one of them being the Solicitors Service.
Each department had its own solicitors department serving the needs of a particular sector. Whilst this provided in depth knowledge of each sector it did not address the needs of flexible resourcing.
This merger raised strategic, operational, tactical and cultural challenges.
We worked with the new senior team to develop prioritised design principles to inform the future operating model.
An optimum model was chosen and implemented
“I think that the work of Peter and his team was excellent and I would be happy to commission work again… thoroughly professional and a pleasure to work with.”
– Director at Treasury Solicitors
Building change capability to respond to the changing private sector market.
The leader of change of a high street retailer and supermarket chain, both with market leader reputation, requested support to develop the change capabilities within the function to enable the partnership to respond with agility to the changing needs of customers and wider society.
Workshops and action learning sets were designed and delivered over a period of 18 months covering a wide variety of subjects including organisation design, culture built upon strategy, working with complexity, developing one’s confidence and credibility.
One of the design principles created was in respect of flexible resourcing, enabling partnership agility, shifting resources quickly to meet the needs of the customer.
“Peter’s engaging manner, experience and counsel has been invaluable as we shaped a new department; helping to grow both capability and confidence in our practice, constantly shaping his interventions to meet our requirements. He listened closely from the outset and built a level of trust that enabled both learning and delivery to happen concurrently.”
– Partner & Organisation Change Manager
Building change capability in a large public sector organisation to keep citizens safe and the country secure.
The Change Director in a large public sector organisation whose primary purpose is to keep citizens safe and the country secure, asked for a review of how capability could be grown within the organisation.
This question was researched in the context of a programme sponsored by Middlesex University.
We conducted a series of workshops and one to one interviews.
This was supported by group mapping which identified specific areas of focus including confidence, learning, customer, investment and roles and capacity.
The researched surfaced many significant issues.
The learning was of great interest to the wider Civil Service and is summarised in a short publication available upon request.
“I accept that is not an easy conversation to start or develop but I noticed that conversation starting in the room
yesterday which is brilliant! My conversations with those I spoke with in recent months affirmed that this is a conversation many would welcome.”
– HR practitioner
Creating Operating Model options for a national heritage organisation, accountable for multiple political, economic, environmental and social outcomes.
A national heritage organisation accountable for multiple political, economic, environmental and social outcomes asked for support to review the operating model.. The organisation had been successful across a wide range of activities and had grown over several years.
All of the activities were part of the long and successful history of the organisation. The future strategy and funding required a prioritisation of outcomes which was challenging within the context of significant complexity.
Workshops were developed for all of the departments to gather data and ideas and over 25 interviews carried out with departmental leaders and external stakeholders.
The existing operating model was captured from the conversations and workshops and a number of future options provided for the senior management team to decide upon
“I just want to say a genuine thank you for the time, thoughts and ideas that you have shared with Peter Lawrence over the last few weeks. The engagement phase of the project is now complete, with feedback gathered feedback from over 240 of you alI….. have been really pleased with the effort put into this. Peter shared his key findings at the Project Board Meeting last week – this is invaluable as we start to consider the key themes emerging and how we can address these.” – Operational Director
“Hope our paths cross again – it was great fun working with you!”
– Project Board Member
Aligning the business models of two established government departments following merger, creating operation model options to deliver digital capability.
Following the merger of two well established government authorities, a new operating model was required that reflected the digital ambition of the new department, built upon national priorities. The business models of each authority were well established and would evolve by merger over a period of time.
The responsibility for the design of the new operating model was held by the Chief People Officer and following a period of external consultancy support, it was decided to build the internal capability within the newly formed organisation that was led by Peter Lawrence, now MD of Ai Change Management, then Head of Organisation Design.
Recognising the size and complexity of the organisation, Peter built a team of internal change practitioners, and undertook a research programme with Middlesex University to establish how one builds internal capability to become the preferred supplier of choice.
Peter built an Organisation Design and Development community from within the HR Business Partner community which was supported by his team of eight specialists.
The HR Business partners identified those parts of the organisation that required specific help to create operating models that were capable of delivering the strategic digital ambition.
The capability created was then used to support other government departments with similar challenges.
“The creation and development of the community of practice enabled a new operating model to be agreed with the
support of Peter and his team.” “ A role model approach”.
Chief People Officer.
Governance & Compliance
Conducting an internal review within a government department responding to issues raised in the context of inclusion and diversity.
A public sector department wanted to understand how the current levels of BAME representation at senior levels impacted upon its business delivery,
The research took 9 months and was sponsored by Middlesex University. Information gathered though diagnostic workshops and one to one conversations unearthed significant inclusion and diversity challenges.
The subsequent activities focused upon Governance (the structures and systems of control) and Compliance (the extent to which people behave in accordance with those systems).
It was found that the structures and systems of control provided an excellent framework in which the organisation could grow a diverse workforce and an inclusive culture. Numerous business benefits of inclusion and diversity were understood and accepted by the senior management team.
However, significant and deep rooted issues were surfaced that had a detrimental impact upon business delivery.
The report presented to the Board recommended a series of one to one self focused questions beginning with the senior team
“Thank you for bringing this to our attention. I had no idea this culture existed in our organisation.”
– Board member.
Accountabilities & Decision Making
Addressing the needs within a law enforcement organisation to make quicker and more intelligent decisions to improve effectiveness and efficiency.
A UK law enforcement agency asked for support to understand why it was taking so long to reach decisions within the organisation. The organisation needed to respond quicker and with a greater level of intelligence if it was to enhance its reputation and regain the confidence of the wider society.
The initial assessment highlighted thirteen layers of management and a lack of decision making clarity and consistency.
Work began to develop a new operating model to reduce the number of management layers from thirteen to seven, supported by conversations to clarify accountabilities and decision making of each role.
A layer of management was only be agreed if it added value to the decisions made, referenced by time (how long it took) and intelligence (the quality of the data source).
It was found that decisions taken closer to the issue took less time and were better informed.
The changes needed were both procedural and cultural. Existing rules that supported a previous hierarchy were rewritten and workshops to test how people would behave in the future.
An accountabilities framework was developed that clarified accountabilities of each role and at which level decisions would be taken, in respect of seven aspects of business
“We are starting to reap the benefits of our review. It is not easy but we are starting to see significant improvements in the time taken to make decisions and the quality of our decisions which is enhancing our ability to deliver what we are here to do.”
– Operations Director
Efficiency & Effectiveness
Partnering a HR department within the UK judicial service to develop operating model options capable of meeting the needs of all stakeholders.
A Human Resources directorate asked for support to develop their operating model to enable them to provides a consistent HR service to the judiciary.
The HR directorate was created in the recent past and the senior team decided now was the time to look at the efficiency (costs) and effectiveness (impact) of the service being provided.
The context in which services were provided were particularly complex. Numerous agencies and departments were involved.
To create internal capability, all of the work undertaken was delivered through an HR professional working in the directorate, enabling knowledge and skills transfer.
Through a period of assessment the existing landscape was mapped, highlighting what was needed and the agencies that we needed to engage with to get things done.
Operating model options were created and the optimum model was chosen by the Management Board based upon previously agreed design principles. The agreed operating model identified that investment of additional people resource were required.
The HR professional is now assembling the new organisation supported by ongoing coaching conversations
“Thanks Peter ….. incredibly helpful.”
“This is great and many thanks Peter and thank you for the conversation, as always thought provoking and some killer questions which I will use.”
– HR Professional in response to initial engagement and ongoing conversations