The alignment problem
A public health service had experienced what one director called, “an inglorious past”. Reputation with funders was poor, financial reserves borderline, buildings rundown, some services poorly utilised. A new CEO was recruited to ‘turn the ship around’.
What we aligned
We led the board through a process to agree a phased strategy to ‘rebuild’ the organisation, a name change, clearly articulated goals and measures of success.
Within a year, the top tier of leaders had largely been replaced, new high-calibre directors attracted, 85% of result areas achieved, and confidence and trust of funders and community dramatically improved.