Organisational Culture in the Public Sector
3 days|Delivered on request
Organisational Culture in the Public Sector takes the discipline and works it through the constraints of this operating context, including board reporting, negotiation at senior level and the compliance obligations that come with it. The sector framing is necessary because the gap between a stated strategy and what the organisation actually does is where most value is lost, and generic training rarely survives contact with the local rules. Delegates leave able to work confidently with organisational culture, succession at executive level and performance dialogue in their own organisation.
What delegates leave able to do
- Spot where organisational culture is failing before it becomes a finding, measured against established strategy execution practice
- Put succession at executive level on a footing they can defend to a reviewer
- Make a decision about performance dialogue without waiting for a specialist
- Explain executive presence to someone who does not do the work
What the course covers
- Board reporting
- Negotiation at senior level
- Organisational culture
- Succession at executive level
- Performance dialogue
- Executive presence
- Strategic planning
Who should attend
- senior managers preparing for executive roles
- founders and managing directors
- board members
- executive committee members
