cameron and green making-sense-of-change-management

The applicationsContinually increasingcustomer and citizenfocusA visible and congruentleadership andmanagement styleExtending the council’scapacity for communityand partnershipworkingMoving to a moreconsistent performanceand enabling cultureClarity and impact ofcore values anddirection setting onservice deliveryMore effective ways ofworkingFigure 7.1Six key points from case study oneparts of the organization moving forward, but at an uneven pace. Thevarious self-inspection and external inspection processes were promptingthe council to streamline systems and procedures for service delivery.However there were many instances cited where ‘customer care’ just wasnot part of the mindset and where systems, policies and proceduresconspired to hinder the achievement in this area.The interface between front-line services and the centre requiredparticular attention, specifically on how best to commission the providers.Service level agreements, for example, were not fully used, and othermechanisms needed to be installed to ensure there was both a psychologicaland a written commitment to achieve excellent service delivery acrossdirectorates and to the end user.264