The troubled families programme breaks the mould of traditional service delivery and opens the way for local development of radically different business models. It is the testbed for public service re-design.

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Bob Frisch examines how great leaders structure and manage the teams around them. At the top of every organization chart lies a myth—that a Senior Management Team makes an organisation’s critical decisions. The reality is that critical decisions are typically made by the boss and a small group of confidants—a “team with no name”—outside of formal processes.

Meanwhile, other members of the management team wonder why they weren’t in the room or even consulted ahead of time. The dysfunction that results from this gap between myth and reality has led to years of unproductive team building exercises. The problems, Frisch shows, are ones of process and structure, not psychology.

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