A critical factor that must be considered in any workplace change process concerns the host organisation and the extent to which it is organisationally capable of accepting and supporting such a process. At DECC, the project had some diligent and capable internal sponsors.

These people were absolutely invaluable to the project, helping us to steer around issues that could have become obstacles time and time again. Over the course of the project, we built up an extraordinary level of trust with our DECC partners, which gave us the freedom we needed to rapidly iterate new design and new language.

We found that we were working with many different teams within DECC — with IT, Communications, Sustainability and Estates, International Climate Change, Strategy and many others. It is rare for a project to have so many different relationships with different stakeholders within an organisation, and the CarbonCulture at DECC blog was important for keeping people on the same page without using up too much time on multi-stakeholder meetings.

We would have loved to have been able to spend more time with the DECC staff who got involved in the project. Particularly, people from the Economics team and the Science team were enthusiastic about helping us to validate assumptions and models using their unique expertise. The project benefited hugely from their informal input, but in future we would scope in budget for their time.

Since the project was sponsored from relatively low-down in the organisation, we occasionally needed to secure senior support, which produced a substantial amount of unforeseen work in the creation and maintenance of project documents. We found a great deal of willing support from across the organisation, from the Management Board to Union representatives and representatives of staff with special needs and accessibility requirements.

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