An organization in which management and execution keep the same direction.
For the government, the intention is clear: to deliver solid work for the citizen. And yet, in practice, administration and execution regularly lose touch with each other. With INR, you work toward an organization in which strategic direction and execution reinforce each other, and in which people act out of a sense of responsibility rather than self-preservation.
Present your challenge to usThe tension that blocks progress.
The intention is good. Yet every time it gets stuck on the same point. Management pushes for speed and visible progress, implementation opts for thoroughness, and within everyone's reality, that makes sense.
Adheres to the rule, because deviating can turn out vulnerable.
Protects self-interest, because responsibility is rarely truly in just one place.
Not unwillingness, but a system that evokes this behavior time and time again.
If that tension remains, every change will cost more energy than necessary, and stifles initiative before it even truly gets off the ground.
Behavior grows from the story, not from a call.
Appealing to people's courage or initiative rarely sets anything lasting in motion. Behavior grows out of the narrative people build about themselves, fueled by what they repeatedly do. Anyone who constantly covers their tracks comes to see themselves as someone for whom covering their tracks is sensible.
That narrative is more powerful than any resolution, because it follows logically from the way the organization is structured. INR focuses precisely on that: the narrative, and the circumstances that sustain it.
Not a soft cultural initiative, but working on the core of how the organization functions.
What shifts when you tackle it at the core.
Imagine an organization in which that tension has been resolved.
The public mission once again becomes something you share together, not something you find yourselves opposed to one another on.
No category that someone falls into, but insight into where movement begins.
Many models categorize people. INR makes this visible why Someone acts the way they act. Two enforcement officers who both strictly follow the rule can do so from completely different stories: one out of fear following a previous confrontation, the other from a strong sense of equal treatment. If you treat them as the same type, you miss the core of both.
Where we would start.
The best entry point depends on where the most tension is for you. In an initial conversation, we determine that together. As a guideline:
Often a combination is necessary. We will determine which order yields the best results during the initial conversation.
Submit your issue to us.
In an initial conversation, we map out together where the pattern between governance, execution, and the chain is getting stuck, and where development yields the most results. You walk away with a sharper image of your own organization, regardless of whether we continue working together afterwards.
Schedule a conversation
