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Yearly Archives: 2010

The future of government organograms


Update 30 July 2011
Since I wrote this post the Government have published a new really rather natty organogram viewer thingy, which is absolutely great. There is good access to the underlying data too. I think my comments about maintenance of the data over time still pertain.


It’s great news that the folks at No 10 have published new government organisation charts that Mr Cameron promised in May. Even better, I understand that there are plans to make this information available as electronic data.

But, I am concerned about how this […]

How to reform big things

On Sunday, the Prime Minister discussed the forthcoming overhaul of the benefits system with Andrew Marr.  A big-deal change challenge.  The discussion was reported on the Guardian’s website and the piece drew all manner of comment: some of it amusing and some of it useful (but hardly any of it both). I found myself somewhat agreeing with one of the commenters who, rather rudely in my view, doubted the achievability of Mr Cameron’s ambitions. Wanting to be more constructive, I found myself mentally spooling through a list of advice that I would wish to share with Mr Cameron were […]

Waiting is a change strategy

A play about change, wot I wrote…


Act One

One evening in a kitchen, somewhere in the south of England…

Wife of Change Management Consultant: What’s that?
Change Management Consultant: It’s an iPhone.
Wife: What does it do?
MC: Phoning and stuff.
Wife: What are you doing?
MC: Emailing someone.
Wife: So it does email?
MC: Yes. Is the kettle on?
Wife: What else?
MC: Stuff. Technology stuff. You wouldn’t be interested.

Wife picks up and fiddles with phone…

Wife: I want one.
MC: You don’t need one. What time is supper?

Act Two

Two weeks later, same kitchen…

MC: What’s that?
Wife: […]

When community-building leadership will prosper

I reckon that one of the most important determinants of leadership style, is the nature of the business environment in which the leader operates. Think of two independent components of that environment – Complexity and Dynamism. Issues arise when there is change in either of these components.

As environments become more Complex, it becomes harder for understanding to flow. Folks at the front line probably won’t have the whole picture: managers might have most of the pieces but they probably won’t have time to work through the complexity. So, analysis is tougher and decisions harder to make. Leaders respond by hiring more smart folks, […]

Following can be more effective than leading

A great video showing… well, all sorts of stuff really. I like it because it shows that traditional leadership approaches may not always be the best way to precipitate change.

With thanks to Derek Sivers.

NB This is not a video of me.

Why community-building is important in managing change

Here is a video (which I called ‘The Mighty Flood’) explaining why we think that community building is vital to managing change successfully in complex and dynamic business environments…

A bit of excitement about transforming government

I am officially very excited.  I was mooching the web a few weeks ago and came across Gov 2.0 Expo – a conference about using the web for transforming government – held in Washington DC – May 25-27.  Three things happened: a subconscious flashing light lit, a contract was delayed and my new passport turned up weeks earlier than expected. Portents were good, the runes aligned and Mrs F wanted me out of the house. So I went.

And… it was the most interesting event I have been to for utterly ages – or longer.  I […]

David Cameron’s government organogram

There is fabulous news in an announcement from Number 10 on opening up government data; but one requirement in it caught my eye… (more…)