Results
We work on sensitive government matters. No case identifies a body, a contract or a figure: what we publish is the movement, because that is what transfers from one organisation to another.
Cases are described with authorisation and without any element that would allow identification. Public indicators are cited only where already officially released by the institutions themselves.
Case 01
Context
The organisation had digitised services and still sat in the bottom half of the federal service quality ranking. The cause was not technical: the initiatives existed, but each area measured success by its own criterion and none of them was the user's experience.
The movement
Result
The lesson
The ranking changed when the criterion changed. No new technology was bought to leave mid-table: it was decided, in a formal body, what would count as success.
Case 02
Context
The initial request was for a course. In the first conversation it became clear that the leadership team held correct but non-converging views of what digital transformation was. Each directorate defended a valid slice and the whole did not form a direction.
The movement
Result
The lesson
Isolated training does not change an organisation. What changes it is the sequence: align the core, train the decision-makers, and only then scale to the base.
Case 03
Context
The institution was considering buying an AI platform to solve what it described as slow delivery. The diagnostic showed the stated problem was a symptom: there was no contracted corporate model, no usage policy and no data governance. Buying a tool at that stage would have created cost without the capacity to use it.
The movement
Result
The lesson
The cheapest diagnostic in the programme tends to be the one that prevents the most expensive contract.
of countries have a formal requirement or a government-wide initiative to involve citizens and businesses in co-creating public services, even though almost all recognise how important it is.
The distance between recognising and institutionalising is exactly the space the design workshops and the committee occupy.
Tell us your organisation's context and the moment it is in. We reply with a reading of what usually sits behind that symptom, and where it tends to make sense to begin.