LGR: Culture eats strategy for breakfast

Organisational culture is crucial to the success of LGR – local government reorganisation.

The phrase ‘culture eats strategy for breakfast’, attributed to management guru Peter Drucker, stresses the importance of organisational culture in achieving strategic goals.

As England embarks on significant local government reform, this adage is particularly relevant. The reform aims to streamline local government structures, enhance accountability and improve service delivery. However, the success of these reforms hinges not just on strategic planning but on cultivating and maintaining a positive organisational culture — a critical but often overlooked element in any successful LGR programme.

Effective leadership is crucial.

LGR and leadership go hand in hand. Leaders must articulate a sharp vision for the reform and inspire confidence among employees. This involves transparent communication about the goals, benefits and challenges of the reform process. Style and substance are needed in equal measure, and personality and dynamism really matters.

Engaging employees throughout the LGR journey

Engaging employees at all levels throughout the LGR transition lifecycle is essential. This can be achieved through regular consultations, feedback mechanisms and involving staff in decision making processes. When employees feel valued and heard, they are more likely to embrace change – a cornerstone of successful organisational change in local government.

Mode matters: mix digital engagement with in-person activity. Ensure all employees are aware of the engagement plan, and select key people from all parts of the organisation to co-create the plan. Organisation-wide buy-in is key, as is having key employee champions of change.

Support, training and development during transition

Providing training and development opportunities during transitional periods helps employees adapt to new roles and responsibilities. Reform brings change, and inevitably will also bring uncertainty. Offering relevant training helps staff navigate this with confidence and gives them the tools to adapt and shape the journey, making training for LGR transition a vital part of the process.

Establishing support systems, such as counselling services and peer support groups is another way to help employees navigate these uncertainties and stresses associated with organisational change in the public sector. Soft powers and soft skills are vitally important and can make or break positive, long-lasting change.

Feed the culture, not just the strategy

Reform lives or dies in the day to day. So yes, build your strategy but feed the culture. A strong organisational culture is the glue that holds the local authority transformation journey together. Without it, even the best-laid plans can falter.

If this sparks thoughts or questions that you’d like to discuss further, please reach out to me at Adele.Gritten@localpartnerships.gov.uk

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