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This Group within the Department had evolved organically to deal with fast paced changes in the environment e.g. EU exit, COVID, COP26, and the war in Ukraine.
With the appointment of a new Director General, the department wanted to be proactive in reviewing its operations and ensuring that it aligned to both to the Department’s Strategic Objectives and its own clarified purpose. Q5 were asked to help the department understand what works well today and what are areas for improvement as part of any future design, while configuring the department for both short and long-term success and enabling it to lead and engage with confidence.
Throughout the 16-week period we worked closely with stakeholders from across the Department for Transport, including a Director General and SCSs (senior civil servants) from AMS, alongside key external stakeholders from Other Government Departments. We employed our central design group to maintain consistency and communications across the workstreams.
Following Q5’s tried and tested Metro Map approach to OD, we conducted 41 interviews with SCS (senior civil servants) from across AMS and key external stakeholders, surveyed 131 colleagues in the wider AMS population, and held multiple in-person and virtual all-staff engagement sessions.
We crafted a Purpose Statement that resonated with the majority of AMS, collated and sequenced 143 key activities that AMS performs, and identified 5 topics that required further detailed exploration.
We designed and developed several Operating Models Options, incorporating a diverse range of views from across the group. These allowed us to visualise how the different blocks of activity could most effectively be grouped to execute the complex strategic goals of DfT and AMS.
Senior Leaders were also given individual and team coaching to help support their preparations for leading the implementation of the change.
