Management development and transformation in the Guernsey public sector

Describes a process of management learning and development involving over 100 senior public sector managers in the States of Guernsey and covering a period of six years. Details the programme’s content and action learning approach which had much in common with many other management development processes. However, highlights the fact that it involved the whole spectrum of public sector activity (from policy making, service purchasing and service providing to utilities trading) and that more than 20 chief executives and their senior management teams participated in the process, which makes it somewhat unusual. Reports that, in the wake of the programme, a fundamental shift in the “doing of management” would appear to have taken place, involving a willingness to share resources, to break out of silos and to experiment across previously well‐defended boundaries; and notes that it has also generated a healthy appetite for further learning.