How can a state chief administrator go about leading culture change within a large and disparate organization? What skills and strategies are needed to shift the many different cultures, attitudes and business functions that fall under the state chief administrator to improve customer service and efficiency? The case study presented here is based on an ongoing real-life scenario, but has been altered to maintain the anonymity of the particular state chief administrator and the state employees who were interviewed. Part A describes details of the case with pause points for some of the major strategic decisions that the state chief administrator faced along the way. Part B, which will be distributed at the Institute, describes the changes that the state chief administrator actually implemented.
Sarah Razor, Executive Director