ABSTRACT
This chapter has a practical focus on making change work successfully in a large public sector organisation. Unipart has been a successful private sector proponent of this inclusive approach and HMRC's Pacesetter programme has been a good, externally recognised, public sector success. The value of good leadership has also become better recognised in the public sector. All management roles require an element of leadership but the balance varies. The government-preferred model for managing change developed, over time, a number of senior roles which require leadership and management skills, but in different proportions. Managing change in the public sector has similar pressures to those in the private sector with one key addition: everything you do is in the public eye, problems can be very visible, and you are publicly held to account. On a major change programme, the common purpose and interdependency within a senior team should be much more evident as should the benefits of working closely together.
