The fault lines within our administration – the workarounds, the failing systems, the thin capabilities, and the pervasive problems of data integrity and information sharing were all exposed. 

Well-worn and circular discussions of visions, aspirations, culture, leadership and values often plague our discussions of change and reform. What if we were focused on how we are organised to deliver capability instead?

The collective response of public and private sector organisations to an immediate crisis is administratively, organisationally and socially comprehensive. When faced with a direct and tangible threat, the response is quick and decisive. But what if the crisis is slow-moving?

Our views on change and change management methods are grounded in a strategic and rational view of the world. They are founded on a drive for coherence and stability. This approach can work to narrow our choices early, leaving little room for adaptation and emergence later.