Transformation roundtable - Aligning Workforce and Organisational Change (Afternoon Session) Summary note: 9 July 2025

Georgia Rudin, Adviser,LGA

Georgia Rudin (GR) hosted the LGA transformation roundtable focused on aligning workforce and organisational change. The session highlighted the importance of investing in people as a key strategy for long-term success, and transformed workforce is often more adaptable, creative, responsive and receptive to change. The presentation from Kashif Haroon, Transformation Leader and LGA Associate focused on what capabilities, behaviours and skills councils need to be mindful of when starting the conversation around change.

Kashif Haroon, Transformation Leader and LGA Associate

Kashif Haroon (KH) explained that in many change and transformation roles, leaders face unclear expectations, limited resources, and a fatigued workforce sceptical of yet another initiative. Traditional top-down approaches to change often fail because they offer narrow solutions without involving people meaningfully, leading to resistance. Effective transformation requires leaders who understand the human side of change and are willing to build trust, support experimentation, and create safe environments for open dialogue. 

When leaders understand their role in creating clarity and commit to shared language and goals, transformation efforts gain momentum. Change practitioners must be confident, hold leaders accountable, and work with those who have the patience and appetite to build capability. Measuring progress, experimenting with new approaches, and using clear, intentional language are key to sustainable change. Ultimately, transformation is about creating the right conditions for people to grow, align, and act with purpose.

KH explained there are three key tools support effective transformation work: clear contracting, building awareness, and supporting leaders to think differently. Contracting involves setting unambiguous expectations, surfacing sensitive topics, and clarifying roles. Building awareness means establishing trust, understanding the leader’s mindset, and uncovering hidden challenges. Supporting leaders to think differently involves challenging assumptions, encouraging reflection and using inquiry and advocacy. Sustainable transformation happens at the “speed of trust”, and practitioners must be courageous, growth-minded, and willing to experiment. Most organisations already have the latent capability—they just need the right conditions and support to activate it.

Did you use bespoke or off-the-shelf impact measurement methods with the councils you helped?

KH explained he used tools like Mentimeter to create a custom measurement approach tailored to the needs of the organisation. Using the example of HS2, key messages were tested with teams to gauge alignment, revealing significant variation in understanding. Sharing this data with the three leaders helped them recognise the issue and take targeted action - such as team briefings and videos - which led to a marked improvement in alignment. The takeaway is that effective measurement doesn’t require complex systems; simple tools, when used thoughtfully and followed by action, can drive meaningful change.

How do you handle situations where senior leaders initially support a transformation review, but later fail to act on the recommendations - possibly due to internal politics - so that the work still leads to meaningful change?

KH explained that that leaders often fail to act on transformation efforts because they don’t fully own the process, sometimes due to fear or internal dynamics. To address this, practitioners must stay curious, ask probing questions, and help leaders reflect on what’s blocking action. Inaction itself contributes to dysfunction and resistance, which can spread across the organisation. The advice is to encourage small, manageable steps and be transparent about delays in larger actions. Leaders should also recognise that people notice when information is withheld, and being open (even about difficult results) builds trust and credibility.

How do you manage leadership expectations for cashable savings when transformation efforts typically result in capacity and efficiency gains rather than immediate financial returns?

KH explained that in high-pressure environments e.g. like NHS turnarounds, managing expectations around budget-driven transformation is extremely challenging. One approach is top-down cost-cutting, which often damages morale and reputation. A more effective, people-first strategy involves honest, transparent communication from leadership - acknowledging the financial realities while engaging staff with empathy. This builds understanding (even if the decisions remain difficult) and helps share the emotional load across the organisation.

Across the group discussions, a common theme was the difficulty of engaging the workforce and maintaining momentum in politically volatile environments. Participants shared how last-minute decisions and shifting mandates often undermine evidence-based planning, making it essential to influence through strong data and build trust through meaningful staff engagement. Despite the challenges, there was a shared commitment to staying grounded in purpose and people-focused approaches.

Another key issue was change-fatigue, with participants noting the strain of constant transformation on staff and systems. Poor communication, unclear leadership priorities, and limited capacity were seen as major barriers. Groups emphasised the importance of early engagement, clear roles, and proactive communication - especially in complex contexts like local government reorganisation. Business continuity and leadership alignment were also highlighted as critical to navigating uncertainty.

Finally, the discussions explored the deeper cultural and relational aspects of transformation. Trust was seen as both fragile and essential, particularly when practitioners are perceived as enablers of negative change. Participants stressed the need to address culture early, avoid starting with structure or budget, and focus on how people are organised and supported. Practical tools like asking staff what matters to them, what gets in their way, and how they can be helped were seen as powerful ways to build connection and drive meaningful change.