An emphasis on new knowledge and behaviours
(competencies) enabling collaborative and
partnership working
Three core competences were agreed by the
executive team to drive forward the organisation's
new mission.4 Other key aspects of restructuring
New posts of area executive directors were created
to provide a clearer accountability framework
between regional directors and the chief executive
and to facilitate greater connectivity between
offices.Embedding values to support the organisation's
strategy and structure
A culture group was set up involving 15 representatives
from every department and every region across the
country to ensure there was buy-in from all aspects of
the organisation and the group represented a crosssectional
slice of the organisation.All HR and IT posts previously based in
regional offices were brought together into two
teams, centralising these functional areas.A chief outcome of these WOW workshops was an 
Developing organisation culture 5
individually tailored benchmark for each team against
which they could assess themselves and actions
which would lead to improvements in performance.Judged as likely to have the most synergistic
impact in achieving the organisation's mission, these
were identified as: (1) breadth of perspective,
(2) working collaboratively, and (3) accountability. In total, ten new competencies (including the three
core ones above) were linked to individual roles and
were then used as part of the recruitment process
for the new jobs that were created as part of the
restructuring.