A major provincial public agency was undergoing rapid organizational change and shifting strategic priorities. Its Information & Technology division, responsible for enabling core operations, supporting thousands of internal users, and driving digital transformation, needed clarity, structure, and alignment.

Leadership recognized several challenges:

• The division’s operating model had not kept pace with organizational growth and evolving service expectations.

• Staff, clients, and partners experienced inconsistent service quality and unclear accountability.

• Existing governance, capacity, and workflows were not fully aligned with enterprise-wide goals.

To move forward, the agency required an independent, evidence-based review to assess performance, identify opportunities for efficiencies, and build a roadmap toward a high-performing, client-centred technology function.

Ryelle Strategy Group conducted a multi-phase, end-to-end review designed to uncover root causes, engage the organization deeply, and build a practical foundation for long-term transformation.

1. Discovery & Audit

• Reviewed strategic and operational plans, workforce data, governance structures, and previous change initiatives.

• Co-developed a detailed project plan with executive leadership to define deliverables, timelines, and engagement protocols.

2. Engagement & Co-Creation

• Led a comprehensive engagement process involving staff across multiple divisions and key client groups.

• Gathered insights through digital surveys, key informant interviews, and facilitated focus groups.

• Tested emerging themes and validated opportunities through a highly participatory, transparent process.

3. Analysis & Recommendations

• Delivered a comprehensive organizational assessment summarizing the current landscape and operating model.

• Identified strategic opportunities to strengthen alignment, efficiency, service quality, and accountability.

• Developed a tailored change-management framework informed by industry best practices (e.g., McKinsey 7S, Kotter’s Accelerators, Lewin’s Model).

• Provided a prioritized roadmap balancing ambition with organizational readiness.

Ryelle delivered a clear, actionable blueprint for transformation, including:

• An evidence-based organizational assessment illuminating structural, cultural, and service-delivery opportunities.

• A future-state model and implementation roadmap outlining practical steps to increase efficiency and enhance service excellence.

• A customized change-management guide to support adoption, capacity-building, and sustained momentum.

• Executive-level presentation materials and communication tools to help leadership socialize and advance the recommendations across the organization.

The engagement equipped the client with clarity, direction, and the tools needed to modernize its technology function and better serve both internal and external stakeholders.

Information and technology functions are often the backbone of public-sector transformation, yet they struggle to evolve without clear strategy, structure, and alignment.

By serving as a trusted strategic partner, Ryelle:

• Provided the independent insight needed to modernize a critical enterprise function

• Ensured that solutions were not only strategic, but culturally and operationally grounded

• Translated complex organizational challenges into clear, manageable steps toward improvement

This project reinforced Ryelle’s reputation for delivering end-to-end service reviews that strengthen performance, culture, and client experience – empowering public organizations to navigate change with confidence and purpose.