Capability Reviews: Progress and Next Steps - The Civil Service

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Exhibit 4: Change trajectories, including dynamic capabilityThere is a further challenging ascent to dynamic capability.Extentof changeDynamic capabilityClimbCurrent trajectory:keep goingTail offPiecemeal changeSprint(Capability Review)‘You are here’Go backwardsTimeSource: Take-off or Tail-off? (Sunningdale Institute Evaluation)The evaluation defines dynamic capability in an organisation as characterised by:• socially distributed leadership;• a ‘learning to learn’ culture; and• effective cross-department working.It goes on to say that there are three routines that need to be developedor strengthened:• Benchmarking and learning: This means making more extensive andsystematic use of learning from benchmarks; that learning is codified anddisseminated; and that we learn from delivery failures.• Visioning and stretch: This means that the leaders in the Civil Service set out acompelling vision as a routine not an exception; and that more time is spent earlyin initiatives on establishing the final aims and outcomes.• Measurement: This is needed to support socially distributed leadership (byensuring that performance can be measured rather than micromanaged) andto ensure that metrics are owned by those responsible for delivery.These routines need to be consciously designed; they are not a continuation of‘business as usual’, even though most departments already have weaker versions ofthem. In some departments – in some areas – these routines are already embeddedto the level the evaluation describes.62 TAKE-OFF OR TAIL-OFF?: THE FUTURE OF THE PROGRAMME
Departments increasingly have to work more effectively together and with a widerange of network hierarchies, delivery partners and bodies. Therefore the ability forthem and the centre to identify and apply business tools that work across the CivilService will be of particular value to them. Again, some tools and processes arein place or being rolled out, for example the delivery models tool described inChapter 2.In other areas there is more work to do and, in re-shaping how the Cabinet Officeworks, CSCG will embed these routines in how it works and will consider howprogress can be made in this area across Whitehall. It will also set out what isexpected of our senior leadership teams. This in turn might lead to discussionsabout how permanent secretaries are able to both lead and drive work that couldwell have implications for how departments organise themselves. This might make acase for chief operating officers in some areas who can keep driving the businessand today’s delivery in order to allow permanent secretaries to focus on leading theorganisation towards a more ambitious future.The challenge for all departments and the centre is to consider how to exposetheir people, and particularly those with the most potential, to this different way ofworking. One way is for CSCG to work with a Top 200 group to investigate andanswer the question:How do we create a learning culture, capture knowledge and build methodsand tools into our organisation to ensure that this learning can then beembedded across the Civil Service in a way similar to the delivery models tool?CAPABILITY REVIEWS: PROGRESS AND NEXT STEPS63
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Capability Reviews:Progress and Nex
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This has been an excellent example
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1. Tranche 1 departments: a year on
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Department for Children, Schools an
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This will act as an innovative and
Page 11 and 12: • ‘Managing for improvement’:
Page 13 and 14: Home OfficeStarting from a low base
Page 15 and 16: Department’s wider agenda. Develo
Page 17 and 18: Ministry of JusticeThe MoJ was crea
Page 19 and 20: A number of significant programmes
Page 21 and 22: 2. Common capability gaps: progress
Page 23 and 24: later tranches have not been able t
Page 25 and 26: or hinder it:‘lack of leadership
Page 27 and 28: All of these aspects came together
Page 29 and 30: Case study: Collective leadership i
Page 31 and 32: • Engaging the wider SCS. This is
Page 33 and 34: Participants’ comments included:
Page 35 and 36: Consequently, the areas of focus su
Page 37 and 38: Building up the supply and demand s
Page 39 and 40: Case study: Development work with d
Page 41 and 42: Case study: A skills strategy for g
Page 43 and 44: The recent CSR has emphasised the i
Page 45 and 46: At six months after the review:•
Page 47 and 48: Our challenge now is to ensure that
Page 49 and 50: • a more comprehensive approach t
Page 51 and 52: The Tranche 3 report identified the
Page 53 and 54: Case study: The Home Office Strateg
Page 55 and 56: The group is expanding to include l
Page 57 and 58: • The Sunningdale Institute facil
Page 59 and 60: Exhibit 3: Change trajectoriesCapab
Page 61: original reviews. The re-review wil
Page 65 and 66: LeadershipKey questions that test c
Page 67 and 68: DeliveryKey questions that test cur
Page 69: Capability Reviews TeamCabinet Offi
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