Research demonstrates that change management is a process which often does not result in a lot of changes occurring. This paper explores some of the necessary ingredients for actually achieving effective changes in organizations. 

To begin, an organization must decide on the magnitude of the change required – is it an incremental or a large transformational change that is needed. Then, in order to achieve any degree of effectiveness, the change management process must be managed on several fronts, and deal with not only the positive inducements to change, but also the barriers inhibiting change, which often dominate in large bureaucratic organizations. 

In our view, proper change management is derived from proper leadership, which we would define as “creating the environment where people can maximize their potential”. Similarly, change management is largely about managing the environment, and making significant and concentrated efforts to drive the process through to success. 

The paper explores the elements that are required to realize the change that organizations are striving for.

This document is a practical guide to some of the most important considerations affecting program management in the public sector, especially in the Federal government. 

The paper focuses on aspects of management and selected issues that, in our experience, can affect the overall performance of organizations.  This includes the following: mandate/objectives; planning; program operations; measurement and feedback. A number of issues and their applicable best practices (e.g., governance, values and culture, integrity, risk management, etc.), are also highlighted.

 Our approach uses a preliminary and rigorous analysis of the specific organizational context and business to understand the problems and to identify workable solutions.

This document is a practical guide for building capacity in organizations which need an effective strategic and/or policy capability.

Problems may exist in these organizations when they are ineffective in achieving their goals or in meeting stakeholder expectations, or are slow to adjust to new directions or changes in their environments.  Where limited or no capacity exists and some is desired, a framework for effective strategy and policy development can be a useful reference.  This process starts with some basic building steps.

The paper’s contention is that an organization’s ability to develop thoughtful analysis and options, as well as to effectively manage relationships, is critical to its success in performing effectively in a strategic and/or policy environment.     

The paper explores the issues at play and presents both effective and ineffective practices.

This paper, presented in presentation format, examines issues and the context which affect Senior Management Teams’ ability to achieve corporate objectives.  It explores possible approaches to support and coach this type of team to strengthen its ability to deliver corporate outcomes.

This overview, presented in presentation format, looks at the important issues affecting Performance Measurement in the public sector.  Public sector Performance Measurement is different than in the private sector in that it is often more complex,  due to the various roles government agencies play and the large and diverse number of stakeholders.

The paper outlines an approach to effective performance measurement in a public service context.