Project Overview
Service: Strategy development
Sector: Government
Year: 2018
Duration: Two weeks
The Challenge
An independent government statutory authority needed a cohesive three-to-five-year strategy. It had been established to monitor and assess the health of an oversight function, and over 16 years it had grown by accretion from a handful of staff to a substantial multi-directorate organisation. In recent years it had absorbed several previously separate functions, which brought a much wider set of stakeholders, yet its directorates still operated largely independently in their systems and workflows.
Key challenges included fragmented information sharing across work types, inconsistent turn-around times and costs, and difficulty presenting a coordinated face to an expanding stakeholder base.
My Approach
I ran the engagement in three phases: in-depth one-to-one interviews with key staff, a strategy workshop to test and confirm the leadership's vision for the future operating model, and follow-up support to turn that vision into an executable plan covering people, tools, processes, workflows and structure, with clear ownership assigned to each task.
The Outcome
Leadership aligned around a shared set of priorities, a strategy the whole organisation could act on, and a measurable improvement in talent retention as a direct result.
