This case study is a continuation of a session that briefly describes a 14 year organizational change and development journey that was undertaken by a small suburban Denver city government.  This case study describes the adoption of an outcome based-alignment management philosophy and the development of a clearly defined and articulated culture.  As if by magic, the commitment to the management philosophy and living of a genuine culture provide the strongest of foundations to align the operating systems to the culture.  The alignment of operating systems to the culture has produced a highly regarded and high performing local government organization. 

The intent of the program of activities was to create a highly effective and highly regarded city government that could produce outcomes that would exceed customer expectations.  This objective was to be realized by aligning operating systems to a new clearly defined culture and management philosophy.

Following the definition and articulation of the organizational culture, the organizational change journey continued with a conscious commitment to “fix” systems that were not supporting the newly defined culture or management philosophy.  This commitment to change was based on the proposition that great city government organizations don’t evolve or happen as if by magic.  Great city government organizations are created by strong leadership with a strong commitment to boldly transform government by aligning systems to organization culture.