Our organization chart is an inverted pyramid with the customer on top and the board of county commissioners on the bottom. Our ratio of management to employees is 1 to 16. One strategy used was to initiate and focus change at the employee level. We have observed that those agencies attempting transition that insist on spending a couple of years attempting to change the attitude and behavior of managers and supervisors are not very successful. It is easy to talk about change if you do not have to walk the talk.
Employees see no change, just promises they consider the most recent management fad.
Another key strategy was to gain union, county commissioner, and personnel department support for change. A priority task was to develop and maintain a high level of communication and trust. Little outside assistance was sought or needed early on in the transition except for specific training, such as conflict resolution and probable cause recognition. One cannot take someone else's system and import it, but ideas and strategies can be useful. Traditional supervisory responsibilities were delegated to teams.