What was the challenge?
Region Dalarna’s IT leadership team, known as MIT, had recently formed after the merger of three departments and faced a new mission: shifting from acting as a service and support function to becoming a strategic partner that could work side by side with the organisation to drive digital transformation. At the same time, they needed to address a large digital backlog consuming most of the budget, leaving limited resources for innovation. Starting with a traditional top-down reorganisation risked alienating staff; instead, the leadership wanted to build understanding of their mission and create a culture that enabled collaboration and gradual change.
What did we do?
Together with Beyond Talking, the leadership team chose to start with leadership and culture development. We designed a process including five full-day sessions with the leadership group, complemented by unit days engaging staff. Our approach focused on clarifying the mission, identifying the skills needed, and exploring the work methods required for success. Alongside these sessions, working groups developed proposals for new ways of organising, which were iterated through feedback from staff, leadership, and external experts.
How did we do it?
Our iterative, inclusive method involved workshops, discussions, and transparent communication, allowing everyone – from staff to regional leadership and external researchers – to contribute. We supported the leadership team in creating safe spaces for dialogue, such as a live Q&A session with staff where leaders answered questions openly, demonstrating commitment to shared ownership of the journey. By involving diverse perspectives, we built proposals that were refined together, strengthening both trust and engagement.
What was the result?
The process led to increased understanding of the new mission, stronger trust within the leadership team, and a sense of collective ownership among staff. Many realised that a formal reorganisation might not be necessary immediately; instead, adjusting work methods and fostering an adaptive culture could achieve the desired outcomes. The process set a strong foundation for ongoing transformation and closer collaboration with the broader organisation and political leadership.
What did we learn?
We learned the power of starting with culture, leadership, and understanding before structural changes. By involving all levels of the organisation and external experts, we created a shared commitment to change without adding unnecessary stress. The iterative approach fostered engagement and helped build a culture capable of evolving alongside future needs.