Navigating change with BeHOLISTIC™: pivoting skills and capabilities to align with new services and business models

Addressing a specific problem statement for public sector organisations can be very complicated. They must manage and meet the needs of society and the economy in a multidimensional and multifaceted way that works for everyone. By nature, public sector organisations frequently encounter the need to adapt their services or even overhaul their business model to collaborate effectively, respond to specific crises, or meet new needs.

Such change can necessitate a strategic alignment of skills and capabilities to ensure that the workforce can effectively support a new direction. But it goes beyond that. It's also about being responsible, looking ahead to the longer-term implications of decisions, and staying true to purpose.

A structured approach to managing change

The BeHOLISTIC framework offers a structured approach to managing change by ensuring that organisations conduct robust and transparent evaluation to gain a comprehensive understanding of how the interplay between their people, processes, and systems work together to deliver products and services. The BeHOLISTIC approach aligns operations with strategic objectives, emphasising the interconnectedness of various operational elements and providing clear guidance on optimising each component to achieve desired outcomes. BeHOLISTIC is especially beneficial when organisations need to pivot their skills and capabilities in response to shifts in services or business models, allowing them to transition seamlessly while maintaining operational excellence and strategic alignment to their purpose.

The challenge: adapting to change

When an organisation changes its services or business model, the workforce's existing skills and capabilities may no longer fully align with the new strategic direction. This misalignment can lead to inefficiencies, reduced service quality, and lower employee morale. Addressing this challenge requires a comprehensive approach that considers the entire operating model.

BeHOLISTIC in action: pivoting skills and capabilities

1. Define the new strategy: start with 'why'

The first step in the BeHOLISTIC approach is to define the organisation's new strategic direction. This involves understanding why the change is necessary and what the organisation aims to achieve. Clear articulation of the new strategy provides a foundation for aligning skills and capabilities with the new goals.

Example: A local council transitioning from traditional in-person services to an online platform for citizen engagement. This involves redefining strategic goals to enhance the online user experience for services like permitting, bill payments, and public records access.

2. Redesign the operating model: ask 'what'

With a clear strategy in place, the next step is to redesign the operating model to support the new direction. This involves identifying the critical activities required to deliver the new services or business model and determining the skills and capabilities needed to perform these activities effectively now and in the future.

Example: The local council must now prioritise activities such as website development, online customer support, and digital outreach initiatives to inform residents about these service changes.

3. Implement the changes: focus on 'how'

Implementing the new operating model involves a detailed plan to develop and integrate the required skills and capabilities. This includes training existing employees, recruiting new talent, and leveraging technology to enhance productivity.

Example: The local council might invest in training programs to upskill current employees in new online technologies while hiring specialists in data analytics and website management.

The HOLISTIC levers: driving successful transformation

The BeHOLISTIC framework identifies several operational levers organisations can adjust to align skills and capabilities with the new strategic direction. These are:

Human capital

This lever focuses on the people within the organisation – their skills, competencies, and capabilities. To support a new business model, organisations must assess their current workforce, identify skill gaps, and develop targeted training programs to bridge these gaps.

Example: Implementing a targeted training programme to upskill employees in digital literacy, improving their ability to manage online services and interact with digital tools that enhance citizen engagement.

Example: Developing a leadership development programme aimed at fostering adaptability, resilience, and decision-making skills to support rapid response in critical areas like emergency management or health services.

Organisation

Organisational structure and decision-making processes must be realigned to support the new strategy. This may involve creating new roles, restructuring teams, or redefining responsibilities to ensure alignment with the new operating model.

Example: Creating cross-departmental teams focused on delivering integrated services, such as a team combining social services, housing, and health to address homelessness more holistically.

Example: Restructuring teams within a regulatory agency to streamline communication and reduce decision-making delays, ensuring faster responses to compliance issues or citizen complaints.

Technology

Leveraging the right technology is crucial for enabling new services and business models. Organisations must identify and implement technological solutions that enhance efficiency and support the new direction.

Example: Deploying a digital portal that enables citizens to access various services—such as tax payments, licensing, and application tracking—online, reducing in-person visits and wait times.

Example: Investing in a case management system for social services that enables better tracking of cases across agencies, ensuring a unified approach to individual citizen needs.

Information/Data

Effective data use is essential for making informed decisions and optimising operations. To support the new strategy, organisations need to develop capabilities in data collection, analysis, and interpretation.

Example: Utilising data analytics to monitor and evaluate public health trends, allowing quick adjustments to vaccination campaigns or preventive health initiatives.

Example: Collecting and analysing citizen feedback data to improve service delivery by identifying patterns in service requests, complaints, or satisfaction scores, enabling targeted improvements.

Culture

A culture that embraces change and innovation is critical for successful transformation. Organisations must foster a culture that supports continuous learning, collaboration, and adaptability.

Example: Encouraging a culture of experimentation where employees are empowered to test new ideas and learn from failures.

CorbettPrice Case Study

Revolutionising the newsroom: from siloed operations to a unified digital-first model

Scenario: At the crossroads of digital evolution, a leading newsroom recognised the imperative shift needed from its segmented, platform-specific operations towards a unified, digital-first approach. Historically structured around separate teams for different news platforms, the organisation faced the challenge of siloed content creation processes that hindered its adaptability and presence in the digital realm.

Goal: Revolutionise the newsroom by integrating the traditionally distinct media teams into a cohesive, digital-first model. This transformation aimed to foster collaboration across platforms, enhance the digital literacy of all staff, and streamline content production to meet the modern audience's demand for instantaneous, cross-platform news consumption.

Process: Our initial step involved a deep dive into the value chain and existing operating model, pinpointing inefficiencies and redundancies in cross-platform content creation. Engagements with team members from each of the different platform teams were crucial in crafting a shared vision for a unified digital future.

We envisioned an operating model that erased traditional boundaries, focusing instead on fluidity, flexibility, and digital innovation. Essential elements of the new model encompassed:

  • Collaborative content creation: Forming interdisciplinary teams to leverage diverse media expertise in producing content adaptable across digital platforms.

  • Centralised distribution: Harnessing a unified content strategy to optimise digital dissemination, ensuring stories are tailored for the web, social media, mobile apps, and more.

  • Skill shift imperative: While specialised expertise in print, broadcast, or individual platforms had its value, the evolving digital landscape demanded a broader skillset. Journalists needed to embrace SEO techniques, multimedia storytelling, and a keen understanding of social media dynamics. Transitioning to a digital-first newsroom meant more than process changes—it required a workforce well-versed in the tools and language of the digital age.

 Results:

  • Unified content strategy: Collaboration across previously siloed teams led to richer, more cohesive storytelling that resonated across multiple digital platforms.

  • Elevated digital presence: The newsroom saw a surge in digital engagement, with metrics indicating higher reach and deeper audience connections.

  • Efficiency and innovation: The blended expertise of teams, combined with agile content development, accelerated production timelines and fostered innovative content formats.

  • Resource optimisation: The streamlined, integrated approach allowed for more strategic resource use, amplifying the impact of content with reduced cost.

  • Employee adaptability: While the transition required a learning curve, the news team demonstrated remarkable adaptability. The commitment to professional development and willingness to embrace new technologies were instrumental to the success of the digital-first transformation. This investment in the workforce enabled the newsroom to fully harness the streamlined model's benefits.

Manage change effectively and responsibly

BeHOLISTIC provides a robust framework for public sector organisations to pivot their skills and capabilities in response to changes in services or business models. By aligning the operating model with strategic goals and optimising the key operational levers, organisations can ensure a smooth transition and achieve sustainable success. Whether embracing new technologies, redefining roles, or fostering a culture of innovation, BeHOLISTIC can help equip organisations with the tools and insights needed to navigate change and thrive in a dynamic business environment.

Transform with BeHOLISTIC

Whether you're looking to enhance team collaboration, streamline processes, or foster a culture of innovation, CorbettPrice and our tailored solutions can help you navigate challenges effectively. Don't just adapt—thrive in your journey towards impactful change now and into the future. Contact us to learn how we can help you achieve your goals.

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