Seeing their whole system end-to-end for the first time, leaders almost always register their surprise, sometimes their shock and occasionally their dismay. Sometimes they laugh out loud. It's the same public or private sector.  

People working in the system say things like 'we were always busy', and 'we were the best in our area'. Some highlight how they had scored highly when inspected by the Audit Commission or Ofsted.

Everybody has a favourite story or anecdote to share. It isn't the fault of people in the system, the ability to change the system wasn't in their control. Vanguard understand that the majority of performance is caused by how the system has been designed (95%). Workers only 5%. 

It is one of the reasons why the Vanguard Method of systems thinking is so powerful, as it enables leaders and workers in the system to truly and profoundly understand the whole system. It then helps them learn better method to intervene and redesign. These leaders are in the process of building powerful new public services around what matters to service users and citizens.  

Profound Knowledge however, is always a first step in renewal and radical transformation.