In strategy, innovation, and organisational change, the work often happens in layers — some shifts are visible immediately, while others take time to embed. Quarter two of our organisational work programme has been about laying strong foundations for long-term transformation, balancing ambition with the practical realities of delivery.
For those of us working in strategy, digital, organisational development, delivery management, participation, and change, the real measure of success isn’t just having a plan — it’s about whether we’re seeing real impact on the ground. So, here’s an inside look at what’s happening, the lessons we’re learning, and how others can apply similar thinking to their own organisations.
Step 1: Tackling the urgent while building for the future
We’re facing significant challenges — from financial constraints to growing service demands. But instead of firefighting, we’re focusing on building resilience into our systems. The Foundations at Risk report outlines key areas where we are at risk of service failure, but also where we see opportunities to reimagine how we work.
🔹 What’s happening: We’re piloting new models of early intervention to reduce demand on crisis services, strengthening our approach to homelessness prevention, and testing new partnerships with the voluntary sector to support people before they reach breaking point.
🔹 How you can apply this: Think beyond short-term fixes. Where in your organisation can you shift from reactive service provision to preventative, system-wide interventions? The Institute for Government’s ‘How to Build Resilient Public Services’ (IfG) offers insight into designing systems that don’t just cope with demand but actively reduce it over time.
🔹 Example: In Wigan’s ‘Deal’ approach, the council reshaped how services support communities, investing in prevention and giving residents greater control over local solutions. The result? Better outcomes at lower cost (New Local).
Step 2: Embedding new ways of working across teams
Innovation isn’t just about strategy — it’s about changing how we work together. Through the Organisational Work Programme, we’re embedding more participatory, mission-based approaches across our teams.
🔹 What’s happening: We’ve shifted from siloed delivery to multi-disciplinary mission teams, aligning work around core priorities like climate resilience, inclusive growth, and digital transformation. These teams are testing new ways to collaborate, blending insights from frontline staff, data, and community engagement.
🔹 How you can apply this: Rethink traditional structures. Could your organisation benefit from breaking down rigid departmental boundaries and forming cross-functional teams focused on shared missions? The Centre for Public Impact’s ‘Mission-Oriented Innovation’ report (CPI) explores how mission-driven models can accelerate progress.
🔹 Example: Camden Council’s ‘We Make Camden’ strategy demonstrates how councils can embed resident-led decision-making and mission-based working into daily practice, shifting from top-down governance to real collaboration (Camden Council).
Step 3: Strengthening digital and data foundations
Without robust digital infrastructure and data-driven decision-making, transformation efforts risk becoming disconnected from real-world impact. A key focus this quarter has been improving our digital capabilities to support smarter, more responsive services.
🔹 What’s happening: We’re rolling out new case management systems to help frontline teams spend less time on admin and more time supporting residents. We’re also investing in predictive analytics to spot trends early — whether that’s identifying financial distress before people fall into crisis or tracking the effectiveness of community support initiatives.
🔹 How you can apply this: Start small but with purpose. Which areas of your organisation could benefit from data-informed decision-making? The Nesta ‘Data for Good’ report (Nesta) highlights how local authorities can use data not just for efficiency but for smarter, fairer decision-making.
🔹 Example: Stockport Council’s digital transformation programme has reimagined public service delivery by integrating human-centred design, automation, and AI-driven insights, improving both efficiency and resident experience (Stockport Council).
Step 4: Making change sustainable, not just deliverable
The big risk in transformation is that momentum fades once initial delivery targets are met. That’s why we’re focusing not just on delivering change but embedding it for the long term.
🔹 What’s happening: We’re building feedback loops into all our major programmes — tracking how changes are landing, where staff need extra support, and what we need to tweak in real time. This quarter, we’re rolling out impact reviews three, six, and 12 months post-implementation to ensure change is sticking.
🔹 How you can apply this: Build learning into your delivery cycles. Instead of seeing transformation as a linear process, think of it as a continuous loop of testing, learning, and adapting. The King’s Fund ‘Embedding Change’ framework (King’s Fund) offers insights into creating a learning culture in public services.
🔹 Example: Birmingham City Council’s leadership development programme embeds adaptive learning practices, ensuring that managers at all levels are equipped to sustain change rather than revert to old ways (Birmingham City Council).
What’s next: your role in shaping the future
The work we’re doing isn’t just about what we deliver — it’s about how we transform.
🚀 If you’re leading change in your organisation, what lessons can you take from these approaches?
- How are you shifting from reactive to preventative ways of working?
- Are you embedding digital and data tools to make better decisions?
- What structures could you change to unlock more collaborative, mission-based working?
- How are you ensuring that change lasts beyond the initial delivery phase?
This is a shared challenge — so let’s learn from each other. Drop your thoughts in the comments or get in touch to discuss how we can build on these ideas together.
Change isn’t just about plans. It’s about people, persistence, and making the invisible work visible. And that’s exactly what we’re committed to doing.
