Does Your Team Need a Reset After a Year of Change?

Your public sector team has been through a lot this year: a restructure, reduced headcount, a new strategy or a new leader - and in many cases a combination of these. If that sounds familiar, you’re not alone.

Most teams have absorbed these changes while keeping delivery going, but the practical implications don’t always get the time or space they need. People understand that change has happened, but not always the finer detail of what it means for their day-to-day work or the expectations placed on them. Workflows and routines often still reflect the previous setup, and teams can end up relying on habits that no longer fit the direction they’re meant to be moving in.

There is also the impact of how the change was experienced. When change happens at pace, people rarely get the opportunity to reflect on what it means for them. Some may not fully understand or agree with the change, or may carry frustration about how it was delivered. If these reactions remain unspoken, they can influence morale, collaboration and, over time, the success of the change itself. These are exactly the moments where a team needs a reset that is structured, neutral and safe.

In the last few months we worked with two teams in exactly this situation. Both had been through major change and wanted to reset, realign and rebuild confidence - but they chose different routes: one centred on understanding and embedding the change, the other on updating the delivery system so it matched the new remit.

Strategise / Resetting After Change - led by Simon Phillips, our strategy and change lead.
For teams who want structured time to make sense of the change together, clarify expectations and rebuild shared ownership of roles, priorities and ways of working.

Deliver / Resetting How We Deliver Work - led by Patrick Watson, our project delivery specialist.
For teams who want to focus on the practical impact of the change: how work now needs to flow, which routines no longer fit, and what adjustments will improve coordination and delivery.

Both start with a short discovery exercise and continue to a tailored workshop shaped around your team’s real context. You can take either route, or shape a blend if your team would benefit from both perspectives. Either way, it gives the team a shared reset point after a demanding year.

Which direction feels right for your team’s post-change reset?