“Counterfeit leaders” spend much of their time playing politics, protecting their turf, and promoting their self-interests. To make matters worse, counterfeit leaders, in both public and private sectors, often masquerade as positive role models.

Sector: Public Sector – Health Advisory Service Assignment: Inform and Develop Management Information Period: 2011 Background We worked with one of the upper tier senior leaders, an Associate Divisional Director responsible for Governance and Professional Standards where patient safety was paramount. The assignment involved undertaking data analysis on several aspects of the organisation’s activities to help inform and communicate new …

Executive Summary We took on a short 12-week assignment with this Public Sector Organisation in January 2010. The quality of our input resulted in our working with them for virtually 12 months ending in January 2011. The scope of our work was to act as “business managers” in support of a very specialist, highly effective, very busy team of five …

Sector: Public Sector Assignment: Organisation of Back Office, Work Streams, Core Purpose & Project Priorities Period: 2010-2011 Background The highly specialist Team, working within a Directorate in one of the largest organisations in Scotland’s Public Sector, faced enormous challenges in delivering project outcomes against a background of structural change, extremely high volumes of work with regional, national, European & International …

Exec Summary This case study looks at the management styles adopted by an iconic British institution, The Royal Mail, with insights being provided from working ‘on the inside’. The case study is in two parts: Part One looks at the leadership and management issues encountered inside a sorting office in the three and a half week period running up to …