The greater the depth and breadth of people involved in diagnosing the current state, developing a vision of where the organization needs to be heading, and generating solutions to bridge the gap, then the more chance the organization has of gaining sufficient momentum for change. In this case study, many people were engaged in the analysis, which led to increased interest and energy in making things happen.

The greater the clarity of focus (towards the end user) the greater the chance one has of aligning people, processes, systems and structures to this end. Business-as-usual and change initiatives have to be dovetailed. It is no use if there are 101 initiatives that are not joined up and working with one another.

Processes and standards must support the desired behaviours. An organization cannot strive for a quality service, for instance, if the culture does not support people doing quality things. It is of little value if the customer services assistant is exceedingly pleasant but not empowered to take decisions when the customer needs a decision.

Managers and staff need to be supported through the transition process with the necessary coaching and training. For the organization to become more focused, efficient and effective people have to be doing something different. Speedier rubbish collection will not impress the public if a trail of litter is left after each collection. Not only do these changes have to be communicated clearly, they also have to be followed by the necessary skills development and induction.