The Care Quality Commission (CQC) partnered with us to co-design a change initiative that would enable the organization to fully connect, build relationships, and trust each other. Together, we transformed the leadership approach to instil a sense of collective ownership for the CQC’s challenges and embed a shared vision for the future.
Client story: Care Quality Commission
Redefining collaboration through leadership transformation
Changing health and social care delivery to ensure excellence for everyone
Our partnership
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The CQC is the quality and safety regulator of health and social care in England. It ensures health and social care services are safe, effective, compassionate, and delivered with high-quality care.
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“This program has helped us to create CQC’s long-term sustainability, changing the culture and ways of working.”
Ruth Bailey, Director of People, Care Quality Commission
The challenge
After being assessed as “not fit for purpose” by three separate external bodies, the CQC needed support with a vital organizational development and change program for their leaders.
Key challenges the organization faced included poor relations between colleagues and directorates, a lack of collaboration across the organization, and a reduced sense of ownership and personal responsibility for the future of the CQC.
Our impact
Building better relationships to foster trust and collaboration
We first worked closely with the newly formed senior executive team, designing a process to help them fully connect, build relationships, and trust each other. Our approach facilitated honest and open feedback, which highlighted the leadership changes that were needed.
Working together with all CQC leaders and managers, we created a powerful change initiative that:
Instilled distributed leadership instead of top-down, centralized leadership
Encouraged collaborative working
Helped leaders to focus on activities that add value
Increased adaptability to external events
Developed leaders’ ability to adapt and change when facing organizational challenges
The initiative helped to redefine CQC’s organizational vision by aligning leaders around a shared idea of being the change-makers of the health and social care system.
This distributed leadership approach unleashed a new energy throughout the organization, with leaders and managers making changes and taking meaningful action to deliver the CQC’s vision.
Redefined leadership
The initiative instilled distributed leadership to encourage collaborative working.
Better relationships and results
Increased focus on activities that add value, to drive impactful change that delivers results.
Organization-wide impact
Redefined a shared organizational vision for better leadership alignment, collective ownership, and meaningful action at all levels.
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