Process mapping exercise to improve efficiency
An emergency services agency engaged Grosvenor to map and re-engineer its customer information processes with the goal of making them more streamlined and efficient.
Many public sector organisations recognise the need to change how they operate, but struggle to move from intent to delivery. Our Public Sector practice helps you redesign how work gets done and ensures changes are adopted, sustained, and aligned to your purpose, with senior practitioners leading design and delivery, applying their deep experience and expertise.
Design of organisational structures, roles and accountabilities that align strategy to delivery and support clear decision making at all levels.
End-to-end operating model design that clarifies services, processes, interfaces and governance for organisations, divisions or teams working in complex public sector environments.
Simplification and redesign of core processes to improve efficiency, consistency and service outcomes across whole organisations or within specific functions or teams.
Practical implementation planning, sequencing and hands-on support so changes take hold at organisation-, division- or team-level – not just on paper.
Change approaches that focus on leadership alignment, behaviour change and real adoption across teams, divisions and whole organisations.
An Organisational/Industrial Psychologist by trade, she has over 11 years in management consulting under her belt, with more than 9 of those focused on the public sector.
Her experience spans various industries including transport, emergency management, construction, service delivery and human settlements, conservation and tourism, environmental preservation and climate change, correctional services and justice, education, financial services and insurance.
She has also worked across federal, state (NSW, Queensland, and Victoria) and local government/municipalities. Sarika has worked predominantly in South Africa and Australia, applying better practice across industries.
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An emergency services agency engaged Grosvenor to map and re-engineer its customer information processes with the goal of making them more streamlined and efficient.
Grosvenor compiled a detailed final report that captured all issues and opportunities identified throughout the course of our engagement. Initiatives were categorised by the impact they would likely have when implemented, as well as how difficult they would be to implement. As part of this final report, Grosvenor delivered a high-level implementation strategy.
We were approached by a government regulator who plays a vital role in supporting Australia to transition to a low carbon economy. The regulator was looking to develop a future-proofed capability framework, operating model and governance structure, to match the type of work they do and expanding field they operate in.
Following a crucial change to the delivery of a national health program and the imminent expiry of the current funding agreement, an Australian Government department engaged Grosvenor to conduct a review of the Program. As a result of this review, the Department is now equipped with the right information to confidently make decisions about the future administration of the Program initiative.
If you’ve ever thought: “This makes sense on paper, but not in practice", then Designing Better Public Services: A practical guide to service design for government agencies is for you. Start designing services that truly deliver.
Transformation is not a checklist. It is a leadership commitment to shaping the future of your organisation with intent, clarity and resilience. Here are six lessons from the frontlines of transformation.
The public sector exists in an atmosphere dominated by change. Regular changes to policy, rapid development of information and knowledge management capabilities and increasing expectations of the public enforce the notion that change is an inherent characteristic of public sector organisations.
An organisational review is a structured assessment of how a government department or agency is designed, staffed, and operating. It examines structure, roles, capability, governance, and service delivery to identify inefficiencies, duplication, capability gaps, and opportunities for improvement. Reviews are typically used to support restructuring, reform programs, or major transformation initiatives.
Public sector organisations undertake reviews due to increasing pressure to deliver services with constrained budgets, rising community expectations, workforce shortages, and continuous policy and technology change. Reviews help ensure operating models remain fit-for-purpose and aligned to strategic and service delivery priorities rather than legacy structures.
An organisational review assesses the current state and identifies issues or opportunities. Organisational design focuses on reshaping structure, roles, and accountabilities. Transformation is broader and includes people, processes, governance, capability, and technology changes required to move from current to future state operating models.
Timeframes vary depending on size and complexity, but most reviews run from several weeks for diagnostic assessments through to 3–12 months for full design and implementation. Larger transformations may extend longer where multiple business units, industrial considerations, or whole-of-government constraints are involved.
Common challenges include change fatigue, competing priorities across programs, limited workforce capacity in critical skills (such as digital, data, and commercial roles), governance complexity, and misalignment between strategy and operational delivery capability. Many organisations also struggle with sustaining change beyond initial implementation.
Public sector transformation operates in a more complex environment with stronger accountability requirements, political oversight, stakeholder scrutiny, and constraints around hiring, budgets, and industrial arrangements. This makes sequencing, engagement, and governance significantly more critical than in most private sector transformations.
Successful implementation requires early alignment on decision-making authority, strong governance, workforce and capability planning, and a practical implementation roadmap. Reviews that integrate design with execution planning (rather than treating them separately) are more likely to achieve sustained change.
A future-ready operating model is a structure that aligns people, processes, governance, data, and technology to deliver services effectively under conditions of continuous change. It focuses on agility, clarity of accountability, workforce flexibility, and scalable capability rather than static organisational structures.
Workforce impacts are managed through structured capability mapping, role redesign, workforce transition planning, and stakeholder engagement. Effective approaches also consider cumulative workforce demand across multiple programs to avoid overloading critical skills and to reduce delivery risk.
A high-quality organisational review should deliver clear recommendations on structure, roles, governance, and capability requirements, along with a prioritised implementation roadmap. It should also improve alignment between strategy, workforce capacity, and service delivery outcomes.
Whether you are looking to get more out of your projects, are interested in collaboration or would like to talk about joining the Grosvenor team, please get in touch.
