The UK Government set out to transform the Government Communication Service (GCS) to improve the effectiveness of communication with citizens and deliver better value for public spending. The Cabinet Office team responsible for the transformation required specialist support to design a future operating model, shape organisational structures, and manage complex change. The overarching aim was to deliver a sustainable, collaborative, and future‑focused transformation that met strategic objectives.
What was the challenge?
The Cabinet Office faced a multi‑layered challenge in delivering the GCS transformation. The pace expected by senior government stakeholders required a depth of expertise in operating model design, organisation design and change management. The situation was intensified by the high-profile nature of the work – the mandate for change had come directly from the Prime Minister – and a challenging stakeholder environment, working with a community of 7000 communications professionals across government. The complexity of the communications ecosystem—spanning all central government departments and 400 Arm’s Length Bodies—meant that any redesign required meaningful engagement and credibility. The Cabinet Office needed an approach that reframed stakeholder perceptions, rebuilt trust, and empowered GCS professionals to shape the future of their organisation.
How did we help?
Our approach enabled collaboration and fostered joint ownership, and co-design to jointly shape the future operating model. This not only improved the quality and richness of design thinking but also rebuilt trust and dismantled perceptions of change being imposed upon stakeholders.
What was the impact?
Moorhouse upskilled communications professionals from Cabinet Office, Home Office, DIT and MoD through training sessions focusing on operating model design, Agile delivery, and change management. Knowledge transfer, informal coaching, and structured upskilling meant that civil servants left the programme with demonstrable professional growth. The blended model also ensured that senior stakeholder navigation, insights from experienced civil servants, and consulting expertise were combined for maximum impact.
There’s no ‘oven-ready’ design model for a project of this complexity… but with valuable external perspective and experience, and in line with GCS’s objectives, we’ve created a really sustainable project team to really define where GCS is heading as a comms profession. It means we can better explore the expertise within that profession, so we don’t rely on external consultancy as much in future.”
Deputy Director, Government Communication Service
