Create and Control
In this piece Paul Knight explores the impact leaders can have on the outcomes of transformation programmes.
In my work with councils across the country, it's clear that the most effective transformation leaders strike a crucial balance:
maintaining clear direction and structured delivery whilst creating intentional spaces for innovation and collective problem-solving.
The reality is that successful transformation requires both robust programme management to coordinate complex change across services, AND carefully crafted opportunities for teams to shape solutions.
The most effective transformation leaders I have worked with understand that their role isn't to have all the answers, but to create the space where better solutions can emerge through collective expertise and innovative thinking. This starts with cultivating the right environment - actively demonstrating that it's safe to challenge existing approaches, celebrating learning from 'failed' experiments as much as successes, and visibly recognising contributions from all levels of the organisation. I've seen transformation programmes flourish when leaders consistently model these behaviours, particularly when they're transparent about their own learning journey.
What's becoming increasingly clear is that this balanced approach doesn't just deliver better solutions - it's fundamental to maintaining staff wellbeing through periods of significant change. When teams feel genuinely empowered to contribute their expertise and see their insights valued, it creates a sense of agency and purpose that helps combat the uncertainty and fatigue often associated with large-scale transformation.
On the practical side, organisations are achieving this through meaningful regular engagement with community groups and partners, cross-functional workshops to tackle specific challenges, and protected time for service teams to contribute their expertise to solution design. They're also building regular touchpoints into their governance where community and frontline insights can influence strategic direction. These aren't just 'nice to have' engagement exercises - they're structured opportunities to harness valuable insights that strengthen programme delivery.?
The key here is intentional design of the transformation approach.
In the current climate, this balanced approach isn't just desirable - it's essential for delivering sustainable change that truly sticks.
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