PROJECT
Organisation design for an island government
PRACTITIONER
Benjamin Taylor, RedQuadrant
APPROX. DATE
Various interventions, 2016–2020
SITUATION AND CONTEXT
Guernsey’s government sought to its internal structures and governance, taking an approach that was more joined-up and more focused on a ‘commissioning’ approach
Political and service leaders wanted a coherent, effective centre—but didn’t want to impose a standard corporate model.
SYSTEM OF INTEREST
The internal governance, coordination, and delivery mechanisms of Guernsey’s public service.
APPROACH TAKEN
We used the Viable System Model (VSM) alongside principles of organisation design and systemic inquiry to diagnose the existing structure and co-create a new model.
MODELS AND INSIGHTS DEVELOPED
- VSM revealed weak coordination functions and overloaded operational units
- Strategic and operational domains were confused or blurred
- The new design clarified systemic roles and improved viability
KEY INTERVENTIONS UNDERTAKEN
- Ran diagnostic sessions using VSM
- Facilitated co-design with civil servants and politicians
- Ran Organic Systems Framework ‘Encounters With The Other’ experiential training to support effective merging of cultures
- Mapped systemic functions and identified required roles and interfaces
RESULTS
- A new operating model for central government agreed
- Clarified accountabilities and reduced duplication
- Leaders gained a systemic way of thinking about governance
AFTERTHOUGHTS
VSM gave people a non-threatening way to talk about what wasn’t working.
CONCLUSION
A systemic organisation design helped Guernsey build a centre that works—for its unique context.
