Change management in public sector organisations: how to succeed

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Change management in public sector organisations refers to the process of implementing and managing changes within governmental agencies, departments, and other public entities. It involves planning, coordinating, and guiding the transition from existing practices to new ones, in order to improve efficiency, service delivery, and overall effectiveness.

Whilst change management principles are similar across both public and private sectors, there are some key differences in how they are applied in public sector organisations, because of the nature of the public sector.

Stakeholder Engagement in the Public Sector

Public sector organisations typically have a broader range of stakeholders compared to private organisations, due to the fact they have a wider public interest. These stakeholders include citizens, elected officials, community groups, and interest organisations. Change management in the public sector emphasises the need for extensive stakeholder engagement and consultation to ensure transparency, accountability, and democratic decision-making. Without extensive stakeholder engagement, you can face a whole host of problems including:

  • Lack of transparency
  • Resistance
  • Unforeseen challenges
  • Legal issues
  • Ethical issues

Regulatory Framework in the Public Sector

Public sector organisations operate within a framework of legislation, policies, and regulations that guide their operations. Change management in the public sector must take into account these regulatory requirements and ensure compliance throughout the change process. This may involve conducting legal reviews, obtaining approvals from regulatory bodies, and adhering to public procurement procedures.

Without following these, they are open to legal repercussions, operational disruptions and financial implications and finally, damage their reputation.

Political Considerations

Public sector organisations are susceptible to political influences and the decisions of elected officials. Change management in the public sector often necessitates navigating political dynamics, fostering agreement among diverse stakeholders, and overseeing the potential impact of shifting political priorities on the suggested changes. This introduces an additional level of complexity to the change management process.

This requires political sensitivity – staying informed about the political landscape and using an evidence-based approach to counter political pressures. You need to be truly flexible to political environments, that can be unpredictable.

Public Sector Accountability

Public sector organisations are accountable to the public they serve. Change management emphasises the need for transparency, public involvement, and effective communication throughout the change process. Public sector organisations often have to justify the need for change, demonstrate the expected benefits, and address concerns raised by the public.

This is a clear difference between the private sector, which is accountable to its shareholders, employees, customers, and other stakeholders. They have a responsibility to operate ethically, comply with relevant laws and regulations, and provide accurate and transparent financial reporting. Private organisations may have their own governance structures, such as boards of directors or executive committees, that ensure accountability and oversight, but not the public.

Long-Term Sustainability

Public sector organisations typically have a long-term perspective and aim to create sustainable change. Change management in the public sector often involves strategic planning, capacity building, and creating a culture of continuous improvement to ensure that changes are embedded and sustained over time.

There are many differences between public and private sector change programmes, which need to be considered to ensure its success. As with all change programmes strong stakeholder engagement, clear and timely communication and employee involvement and support are crucial.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.

The Interim Role at Board Level: A Strategic Asset in Uncertain Times

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The Interim Role at Board Level: A Strategic Asset in Uncertain Times

In today’s fast-paced and ever-evolving business landscape, organisations increasingly face complex challenges that demand swift, strategic decision-making at the highest levels. Whether it’s navigating economic uncertainty, steering through digital transformation, managing mergers and acquisitions, or responding to unexpected leadership gaps, businesses must remain agile and resilient. One solution that has gained significant traction in recent years is the appointment of interim executives at the board level. This approach offers a unique set of advantages that traditional full-time hires often cannot match.

The Strategic Value of Interim Board Executives

Interim board executives bring a wealth of experience, expertise, and a fresh perspective to organisations. They are typically seasoned professionals who have spent years—if not decades—at the helm of various companies, often across multiple sectors. This diverse background allows them to provide an objective, high-level view that can be invaluable in navigating complex strategic issues.

Unlike permanent hires, interims are not encumbered by office politics or long-term career considerations within the organisation. This freedom enables them to make bold, impartial decisions that are solely in the best interest of the company. They are also highly focused on delivering results within a limited timeframe, ensuring that critical initiatives move forward with speed and efficiency.

When to Consider an Interim Board Appointment

Interim board roles are particularly valuable in several scenarios:

  1. Crisis Management: When a company is facing a crisis—be it financial, reputational, or operational—an executive can quickly step in to stabilise the situation. Their experience in managing similar challenges in the past allows them to act swiftly and decisively, bringing calm to chaos and providing a clear direction for recovery.
  2. Transformation and Change: Whether it’s a digital transformation, restructuring, or cultural change, many organisations find that their current leadership may not have the specific skills or experience needed for the task. An executive can offer the necessary expertise and provide a clear vision to guide the organisation through the transition period.
  3. Mergers and Acquisitions: M&As are complex, high-stakes processes that can make or break a company. Having an interim executive who has successfully navigated M&As in the past can be crucial. They can bring an objective perspective, identify potential pitfalls early, and help integrate the new entity smoothly.
  4. Leadership Gaps: Sometimes, there’s simply no time to waste when a key executive leaves unexpectedly. An interim leader can fill this gap while the company takes the necessary time to find the right permanent replacement, ensuring that business continuity is maintained and that strategic objectives are not derailed.

The Unique Benefits of Interim Executives

Beyond providing a rapid solution to pressing challenges, interim board members also bring several unique benefits:

  • Immediate Impact: Interims are accustomed to hitting the ground running. They come with a mandate to act quickly and effectively, and their success is often measured by the immediate impact they make.
  • Cost-Effectiveness: While it may seem counterintuitive, hiring an interim executive can be more cost-effective than a permanent hire. There are no long-term commitments, benefits packages, or severance costs. The company pays for what it needs—a highly skilled professional to handle a specific situation.
  • Knowledge Transfer and Mentorship: Experienced interims often bring with them a wealth of knowledge that can be transferred to the existing team. They can serve as mentors, helping to develop internal talent and prepare the next generation of leaders.

Challenges and Considerations

Of course, bringing an executive on board is not without its challenges. The nature of these roles means that these executives are temporary and may not be fully invested in the long-term culture or vision of the company. Additionally, the need for a rapid onboarding process can sometimes lead to friction with existing management. However, with clear communication, defined goals, and an understanding of the interim’s role, these challenges can be effectively managed.

Making the Most of an Interim Appointment

To maximise the benefits of an interim board appointment, it is crucial for the organisation to have a clear understanding of the role and expectations from the outset. Here are some best practices:

  1. Define Objectives Clearly: Ensure that the executive has a clear mandate with specific goals and a defined timeline. This clarity will help both parties measure success and align expectations.
  2. Provide Full Access to Information: For the interim to be effective, they must have full access to the data, insights, and key personnel they need to understand the organisation’s challenges and opportunities fully.
  3. Foster Collaboration: Encourage the interim executive to work closely with existing leadership teams. This cooperation is essential for ensuring that initiatives are sustainable after the interim’s departure.
  4. Leverage Their Expertise Beyond the Mandate: Take advantage of the interim executive’s breadth of experience. Encourage them to provide insights and suggestions beyond the immediate scope of their role.

The Future of Interim Board Roles

As organisations continue to face unprecedented levels of change and disruption, the need for flexibility and agility in leadership has never been greater. Interim roles at the board level are becoming less of a stop-gap measure and more of a strategic asset that allows companies to bring in exactly the skills they need, when they need them.

Whether it’s to manage a crisis, drive a transformation, or simply fill a leadership gap, interim board appointments offer a versatile and effective solution that can help organisations navigate both the challenges of today and the uncertainties of tomorrow.

Out Thoughts

For many businesses, the appointment of interim executives at the board level is no longer a last resort but a strategic decision that can deliver significant value. By bringing in highly experienced leaders on a temporary basis, companies can gain access to fresh perspectives, critical expertise, and the agility needed to respond to a rapidly changing environment. As such, interim board roles are poised to play an increasingly important role in the future of corporate governance.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.

Restructure in retail – will the changes prove counter-productive?

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Restructure in retail

Tesco has launched a consultation with 9,000 workers as it ramps up efforts to build a “simpler, more sustainable business”. 

The supermarket giant is proposing a raft of changes that will affect staff working on in-store counters and in stock management, merchandising, staff canteens and head office operations. 

It has been a constant theme during Dave Lewis’ four years in charge of Tesco – building a simpler, more sustainable business, focused on serving customers better. 

On Monday, Tesco revealed the latest phase of that long and arduous journey during a series of emotionally charged meetings with staff. 

The grocer is streamlining its operations across a number of areas, which will impact 9,000 staff. Around half of them are expected to lose their jobs. 

Service counters such as fishmonger’s, butcher’s and delicatessens will close in 90 Tesco stores. The number of hours required on merchandising will be slashed as the grocery giant reduces the number of layout changes it makes in its supermarkets. 

Similarly, there will be a “significantly reduced workload” for those working on stock management as new technologies track gaps on shelves. Staff canteens will no longer have a hot food service – negating the need to employ third-party caterers – and 500 jobs will be axed at head office as the retailer moves to a “simpler and leaner structure” at Welwyn Garden City. 

Basic economics 

Bernstein analyst Bruno Monteyne, a former Tesco director, also understands the motivations behind the grocer’s sweeping changes. 

He believes they would have been “planned and executed over several years”, rather than being a knee-jerk reaction to the “competitive and challenging market’”. 

Those challenges have been born out much more than the changing shopper habits Tarry alludes to. A perfect storm of rising rents, ballooning business rates, the increasing popularity of online shopping and the relentless onslaught of the discounters has forced Tesco – and its big four rivals – to radically rethink operations. 

“The increased wage costs, National Insurance contributions, business rates and the like will all contribute to the basic economics of the counter operation making little sense in many stores,” Grocery Insight director Steve Dresser says. 

The emergence of the discounters as a mainstay of British food shopping has also played a big part in Tesco’s streamlining. The supermarket giant is bidding to regain a group margin of 3.5% to 4% by 2020, and so operating in a more efficient fashion – in the way that Aldi and Lidl so famously do – has been a central driver. 

But the growth of the German duo has had some potentially unforeseen consequences. As Tesco ploughed investment into its entry-level ranges – creating the successful stable of ‘Exclusively at Tesco’ brands – shoppers have been slowly lured away from the service counters that were so long seen as a crucial differentiator between big-four operators and their discount counterparts. 

“The irony with this strategy is that chasing discounters in meat, fish and cooked meats has led to a strengthening of the value tier in terms of price points and range, designed to stop discounters establishing a price gap,” Dresser explains. 

“However, if you make your aisle of product cheaper and certainly equivalent to discounters’, then there are fewer reasons to visit the service counters unless you are a real die-hard shopper.” 

Beware the pitfalls 

The finances, then, seem to stack up. But could the changes have an adverse effect on the store experience? It is a pitfall that both Sainsbury’s and Asda have fallen into in the not-too-distant past. 

Both grocers made radical changes to store teams over the past few years, most recently Sainsbury’s when it “reset” its shopfloor structure in 2018. The business “streamlined” the number of in-store roles, creating five “broader” positions – down from the 22 it used to offer. 

But availability in its stores suffered during a hectic summer of trading, as its supermarkets struggled to keep up with demand heightened by the heatwave and England’s surprise progression in the World Cup. Those issues were not fully addressed ahead of the crucial Christmas period, despite the protestations of boss Mike Coupe. 

Similar fears may well be raised among analysts and Tesco investors after it said it had “found a simpler way to conduct store routines”, which would be rolled out to all its shops. 

Clive Black, head of research at M&S and Morrisons house broker Shore Capital, is among those who admits he will be “watching with heightened interest to see overall availability in the estate over time” as the new model filters through. 

Roberts, however, has few concerns and suggests some of the hours freed up from the service counters could be used to make sure customer service and availability do not deteriorate in a similar fashion. 

“You can tell that counter staff aren’t all rushed off their feet. If they can be redeployed elsewhere to contribute a lot more to customer service, or to improve availability, then arguably that’s a better use of their time and Tesco’s money than standing behind a quiet service counter. I wouldn’t read too much into it in terms of the impact it will have on the broader offer,” he argues. 

Minor risk 

But could the loss of those counters – and the expert knowledge that employees working on them are supposed to provide – ultimately lead to a loss of customers? After all, Morrisons sees its market street proposition of butchers, bakers and fishmongers as a key USP – and that could leave it well-positioned to reap the rewards of Tesco’s move. 

“To some shoppers, at least, counters are an important part of how they shop. It might be the case that this is a deal-breaker for them and they will shop elsewhere,” Roberts says. 

“The obvious choice for those shoppers would be Morrisons and, to a lesser extent, Waitrose. Indies as well might be able to step up to the plate on meat and fish in particular. But ultimately, fresh fish in the UK is such a microscopic part of our way of life that not many people are going to miss those counters. 

“So the overall risk of Tesco losing customers is minor. It doesn’t appear that a lot of shoppers are habitually frequenting the counters and spending a lot of money through them.” 

Echoing Roberts’ views, Monteyne concludes that “the plan reassures us in many ways” and insists the impact on Tesco’s quality credentials “should be minimal”. 

But the effect on costs should be more visible. Monteyne estimates Tesco will save between £150m and £170m a year as a result of the latest structural changes. About 70% of those benefits will be felt in 2019/20 – the year Tesco is aiming to return group margins to that magic figure of almost 4%. 

Monteyne’s ultimate conclusion should ring in the ears of Tesco’s critics and rivals: “Anybody doubting the Tesco margin recovery should think again.” 

Click here to read the full article by Retail Week 

James Cumming is our MD, Interim and Transformation Search specialist. If you’ve got a hard-to-fill role and need some help, get in touch. Connect with him on LinkedIn here.

If you would like to find out more about re:find and how we can support you and your business then please get in touch.

Predictions for retail this year

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Predictions for retail

As we head into 2019, we’re facing a pretty uncertain time. While 2018 was a year of growth for many retailers and brands, accelerated by tax cuts and low unemployment, 2019 is more precarious. The stock market is in flux, many retailers are facing the reality of steepening tariffs, emerging markets are flexing their muscles as they take on a greater share of global growth and it’s anyone’s guess on which way the wind might blow fickle consumers and their expectations for connectivity around every transaction. 

That said, you could also say that the glass is more than half full and that these challenges also present opportunities for savvy retailers and brands willing to face the winds head on. Here are 10 key points on what the retail industry should expect in 2019. 

Click here to read the full article by Forbes but here is an overview: 

1. Retailers will get personal with zero-party data 

Consumers are becoming more aware of their rights thanks to Facebook and GDPR, which is making way for a new age of privacy and personalisation. If 2018 was the year that marketers were forced to wean themselves off third-party data sets, 2019 will be the year they shift to “zero-party data.”  

2. Small is the new big 

Digitally-native and niche brands have come on the scene over the last couple of years, and 2019 will be the year that the growth of these brands will eclipse the growth of traditional retailers – and not only in their online businesses. 

3. Customer-centricity will go mainstream 

Retailers have been saying they want to “put the customer at the center of everything they do” for the past two or three years, but have struggled with how best to scale this. In 2018, retailers learned that simply monitoring social media is not enough. We believe that, thanks to the adoption of technologies like Voice of Consumer (VoC) Analytics, 2019 will be the year that the industry actually makes the customer-centric model happen. Offers a robust solution that enables them to determine what their customers want and also to deliver it – with speed and at scale. 

4. Retailers and consumers will begin to feel the weight of tariffs 

Retailers will be faced with making decisions in 2019 to determine the categories and products they raise in price and push the cost increases onto the customers, and where they need to absorb the cost increases themselves. This may force retailers to evaluate whether it makes sense to exit certain categories if they cannot sell product profitably.  We all wait on the outcome…

5. Algorithms take control 

Retail has long been driven by savvy merchants who had a penchant for following their gut to the right product selections and it has been an art far more than a science. But as more retailers implement innovative tools to leverage consumer data – whether to confirm the merchant’s gut feeling, or to guide decisions altogether – 2019 will be the year when the true science of retail takes hold. 

6. Millennials will flock to brands – they will want luxury 

Millennial purchasing power continues to increase.  By 2025, Bain & Co. forecasts that Millennials and Generation Z will represent 45% of the global personal luxury goods market.  This is a great opportunity for luxury brands, but it’s also a challenge since younger consumers think and shop differently than their parents. 

7. Baby Boomers will constrict spending in a much bigger way 

Along with the growth of Millennial spending, comes the decline of spending by Baby Boomers.  Millennials are expected to overtake Boomers in population in 2019 as their numbers swell to 73 million, while Boomers decline to 72 million. But the Boomer segment is still a huge cohort whose spending habits drive the economy. 

8. Apple jumps the shark 

A warning to Apple aficionados:  The Crown of Cupertino is losing its luster.  We haven’t seen any real innovation from Apple in years – with only incremental enhancements to the iPhone and Mac since 2010.  Apple has grown revenues by increasing prices – the average selling price of an iPhone in 2018 was $765 which was up 20% from 2017, while unit sales have flattened out. 

9. Amazon: Prime membership plateaus and prices increase 

Amazon’s growth of Prime membership is showing signs of slowing down. At 55 percent, just over half of the U.S. is subscribed to Prime, which is about the same as in 2017.  This was the first year that Prime membership did not increase. Some of this may be due to the fact that Amazon raised the Prime membership price in May to $119, but it is more likely a function of reaching a saturation point in the U.S. market. 

10. The final divide of retail winners vs losers 

2018 saw additional retail bankruptcies, and 2019 will be the year of the final shakeout.  Most of the winners and losers have been decided, but several more will hit the mat this year.   

As in any year, 2019 will have a tremendous amount of opportunity for those who spot the trends and position their companies to capitalise on them. 

To discuss this further, you can email me on danny@refind.co.uk. 

re:find help businesses find the talent they need to deliver transformational change.  Clients call us when they need change to happen quickly and effectively. We are Executive and Interim Search specialists. 

Click here to read about what we do specifically in the retail sector.

Empower Your Team: Proven Strategies To Eradicate Toxicity

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A toxic workplace is characterised by a culture steeped in negativity, unhealthy competition, and a general lack of respect and empathy among colleagues. Explicitly, this blog delves into effective strategies to cleanse and eliminate such toxicity from the workplace, fostering a healthier, more positive environment conducive to both personal well-being and professional growth.

1. Identifying Toxicity

Identifying toxicity in the workplace is crucial for maintaining a healthy and productive work environment. Toxicity can manifest in various ways, some subtle and others more overt. Here are key indicators to help identify a toxic workplace:

Poor Communication:

A lack of clear and open communication can lead to misunderstandings and a culture of secrecy and mistrust. If employees are frequently left out of the loop or if there is a pervasive atmosphere of fear surrounding communication, these are red flags.

High Staff Turnover:

A high rate of employee turnover can be indicative of an underlying issue with the work environment. If employees frequently leave or express dissatisfaction with the workplace, it could point to a toxic culture.

Negative Atmosphere:

A general air of negativity, where criticism, pessimism, and cynicism are rampant, can be a sign of toxicity.

Cliques and Exclusionary Behaviour:

The presence of cliques, where certain groups are favoured over others, or where there is a clear divide between different teams or departments, can be toxic. This kind of exclusionary behaviour can lead to a lack of cooperation and a hostile work environment.

Lack of Work-Life Balance:

If employees are regularly expected to work long hours, sacrifice personal time, or if there is a culture of guilt surrounding taking time off, this can be indicative of a toxic environment.

Bullying and Harassment:

Any instances of bullying, harassment, or inappropriate behaviour are clear signs of a toxic workplace. And, subtler forms of manipulation, intimidation, or belittling, are signs of bullying and harrassment too.

Poor Leadership:

Leadership sets the tone for the workplace. If leaders engage in or tolerate unethical practices, show favouritism, lack empathy, or fail to address issues, they contribute to a toxic environment.

Low Morale and Engagement:

General employee disengagement, lack of enthusiasm, and low morale are signs that the work environment may be toxic. If employees seem apathetic, uninterested in collaboration, or are not committed to their work, these can be symptoms of deeper issues.

Lack of Recognition or Appreciation:

A workplace where employees feel undervalued, where their achievements are not recognised, or where there is an unequal distribution of rewards can lead to feelings of resentment and dissatisfaction.

Health Complaints:

An increase in physical and mental health complaints among employees can be a sign of a toxic work environment. This includes stress-related illnesses, burnout, anxiety, and depression.

Fear of Retribution:

When employees are afraid to speak up, raise concerns, or challenge the status quo due to fear of retribution.

2. Fostering Open Communication to Eliminate Toxicity

Open communication is the cornerstone of a healthy workplace. Encouraging an environment where employees feel comfortable voicing their concerns without fear of retribution is paramount. This can be facilitated through regular meetings, anonymous feedback systems, and fostering a culture where all opinions are valued and respected.

3. Establishing Clear Policies and Expectations

A clear set of policies regarding workplace behaviour is essential. These policies should outline acceptable and unacceptable behaviours, and there should be a transparent process for dealing with infractions. Ensuring these policies are communicated effectively and adhered to consistently is key in maintaining a respectful workplace.

4. Promoting a Positive Work Culture to Eliminate Toxicity

Cultivating a positive work culture is vital in counteracting toxicity. This involves recognising and rewarding positive behaviours, encouraging teamwork and collaboration, and promoting a work-life balance.

And so activities that bolster team spirit and a sense of community can also be instrumental in building a positive culture for your workplace.

5. Leading by Example to Eliminate Toxicity

Leadership plays a critical role in setting the tone of the workplace. Leaders who exhibit respect, empathy, and integrity in their dealings set a powerful example for their team. They should be approachable and lead not just by words but through their actions.

6. Providing Training and Development Opportunities

Investing in training and development can significantly reduce workplace toxicity. Such programmes should not only focus on skill enhancement but also on areas like communication, emotional intelligence, and conflict resolution. Empowering employees with these skills can lead to a more harmonious workplace.

Check out our knowledge hub!

7. Addressing Issues Promptly and Fairly

When issues of toxicity arise, they should be addressed promptly and fairly. Ignoring such issues can lead to them festering and growing, potentially causing even greater harm. A fair and objective approach in resolving conflicts and dealing with and eliminating Toxicity is essential.

8. Supporting Employee Well-being

Employee well-being should be at the forefront of any strategy to combat eliminating toxicity in the workplace. This includes providing support for mental health, ensuring manageable workloads, and creating an environment where employees feel valued and supported.

Conclusion

Eliminating Toxicity from the workplace is not an overnight task. It requires a sustained effort and commitment from all levels of the organisation. By fostering open communication, establishing clear policies, promoting a positive culture, and supporting employee well-being, businesses can create an environment where employees thrive and negativity is minimised. As we navigate the complexities of the modern workplace, let us commit to these principles, creating workplaces that are not just productive but also nurturing and inclusive.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.