Change culture and strategy for a Sharjah government entity — and the Emirate's organisational structures manual
Two connected engagements in Sharjah: embedding a change culture and developing the strategic plan for a government entity, and developing the organisational structures manual at Emirate level.
- Client
- A government entity — Emirate of Sharjah
- Sector
- Government Entities
The challenge
The entity faced a problem familiar to every organisation that writes a strategy: the plan is approved and then nothing changes. The cause is usually not a weak plan but that the structure and the management culture stayed as they were — the plan asks for behaviour the current distribution of responsibility and authority does not permit.
What we did
- Starting with culture: involving leadership and staff in diagnosing the situation rather than handing them a finished conclusion, because what people help build they do not resist.
- Building a strategic plan with measurable indicators and initiatives that each carry an owner, a budget and a timeline — not general aspirations.
- Reviewing the organisational structure against what the plan actually requires, not against what the entity is used to.
- Developing the Emirate-level organisational structures manual: a unified methodology for designing structures and describing units and responsibilities, so entities work from one reference instead of each improvising its own.
- A periodic follow-up mechanism that escalates stalled initiatives early, because an initiative six months behind is not rescued in the final quarter.
What remained
The first engagement changed one entity; the second changed the reference the Emirate's entities turn to when they design their structures. We consider that the truer measure of consulting impact — that what you built remains a reference after your relationship with the client ends.
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