For the councils affected, Local Government Reorganisation (LGR) is a daunting prospect. Whether it’s unitarisation, mergers, or a wider reform agenda, the thought of redrawing organisational maps, redefining roles, and rethinking delivery models is enough to send even the most seasoned leader reaching for the comfort of the status quo.
But while structures and services dominate the headlines, it’s culture, quietly and invisibly, that will determine whether the new council lands smoothly or flounders under the weight of confusion, resistance, and competing priorities.
It feels overwhelming - but the danger is waiting too long
The challenge with any reorganisation is that the most important change is the least visible. Systems and governance can be rewritten, but shared values, staff engagement, and organisational identity can’t be created overnight. Yet too often, culture is left as an afterthought, something to fix “once the dust has settled.”
The truth? By then, it’s too late.
Culture isn’t a final phase of the project, it’s the foundation. The way people communicate, collaborate, and respond to change will either accelerate or obstruct your progress. If you wait to address it until your new council is up and running, you’ll find yourself playing catch-up at the very moment you need to hit the ground running.
This is where change management comes in
A robust change management approach doesn’t just help manage the technical side of transition. It puts people at the heart of the process, aligning leadership, engaging staff, and creating a shared narrative for why change is happening and what success looks like.
With the right support, councils can avoid the chaos that comes from change fatigue, clashing cultures, and siloed service design. Instead, they can build a new organisation rooted in clarity, purpose, and mutual respect.
LGR is as much about collaboration and place leadership as it is about structures. That starts with people. And people need a plan.
Three things to understand before LGR
1. You already have multiple cultures - don’t assume they’ll blend
Every council involved in a reorganisation brings its own way of working: values, norms, decision-making styles. When you merge authorities, you don’t start from a blank page, you inherit differences.
Without early intervention, these differences can turn into tension. Taking the time now to map organisational cultures, identify potential friction points, and co-create shared values will save months, if not years, of confusion and misalignment later.
2. Staff uncertainty is unavoidable - but it can be managed
People want clarity. They want to know where they’ll sit, what their job will be, and who they’ll report to. But during LGR, certainty is in short supply.
While you can’t provide all the answers up front, you can provide a process. A transparent change roadmap, consistent internal communications, and regular staff engagement all help build trust. So even when things feel uncertain, people feel informed and valued.
3. Leadership behaviours matter more than job titles
In a time of transition, people look to leaders not just for decisions but for emotional cues. Do you model openness, respect, collaboration? Or are you broadcasting messages from above and hoping they land?
LGR needs visible, values-led leadership at all levels. A change management approach helps develop leadership alignment, giving senior teams a shared understanding of their role - not just in governance, but in culture.
Change how you change
Reorganisation is always going to be complex - but it doesn’t have to be chaotic. If you start from a place of culture, clarity and communication, you won’t need to retrofit a change strategy after the fact. You’ll build your new council on solid ground, not shaky assumptions.
Let’s stop scrambling to fix culture after the reorganisation. Let’s build it in from the start.
Help shape a better approach to reorganisation
We’re currently developing a white paper on Local Government Reorganisation, focused on the practical challenges councils face - from culture clashes to workforce integration to leadership alignment. Our aim is to provide real-world insights that help councils navigate change with confidence, not chaos.
If you’ve been involved in LGR - past, present or pending - we want to hear from you. Contact Lucy and let her know you'd like to take part in our research. This is your chance to help shape the future of local government reorganisation.
