Even the most dynamic organisations operate best with a harmonious balance between performance information, the skills and attitudes of workers, and the rules of the operating model. Major change programs often fail because they break this fragile balance. If you want to transform an organisation and make change stick, then changing the rules is not enough. To achieve a new, sustainable, equilibrium, you need to go the long way round. It is useful to think of publicly funded organisations as having three interrelated dimensions: decision making – the alignment of authority, resources, and accountability within complex public authorising environmentsperformance &…
social cohesion vs diversity