Philip Atkinson and Janine Wilson outline the significant cultural and behavioural changes that have been implemented, using lean business transformation. They focus on the passion and energy required to bring about the changes and how their efforts have relied more on implementing improvements, rather than debating theory.
Change has taken hold fast, and a large number of early adaptors have been keen to commit their time and energy to become part of this change process.
There are various myths in change management. One is that change takes a long time to implement within the public sector, and especially in local authorities. A major characteristic of the change initiative that unfolds here in this article is that this is not the case.
If you would like to read the whole article click the PDF under the Blog title above