PROJECT
Embedding systems thinking into service transformation
PRACTITIONER
Benjamin Taylor, RedQuadrant
APPROX. DATE
2015–2023
SITUATION AND CONTEXT
Public services often adopt Lean or Agile without understanding the systemic consequences.
SYSTEM OF INTEREST
Service change efforts in local government, health, and wider public sector, working through Regional Transformation Academies.
APPROACH TAKEN
Combined Lean, Agile, and systemic inquiry to build adaptive, learning-based transformation programmes.
MODELS AND INSIGHTS DEVELOPED
- Shared key conceptual models around joining-up across and within place-based organisations
- Systems Laws used to frame transformation pitfalls
- Iceberg model used to look beyond events and processes
KEY INTERVENTIONS UNDERTAKEN
- Training teams in Lean and systems thinking together
- Designing change roadmaps with feedback loops
RESULTS
- Reduced reliance on linear change programmes
- Greater responsiveness and sustainability in reform efforts
AFTERTHOUGHTS
True transformation blends method with mindset.
CONCLUSION
Embedding systems thinking supports more effective, adaptive public service reform.
