Getting a decision is a process: Why frank uses a structured eight-step approach

Government engagement is often seen as a matter of the right message delivered to the right person at the right time. That’s true — but it’s not enough. Complex decisions inside government rarely turn on a single pitch or meeting. They unfold over time, shaped by competing interests, constrained by systems, and driven by opportunity as much as logic.

Government engagement is often seen as a matter of the right message delivered to the right person at the right time. That’s true — but it’s not enough. Complex decisions inside government rarely turn on a single pitch or meeting. They unfold over time, shaped by competing interests, constrained by systems, and driven by opportunity as much as logic.

At frank, we use a structured approach to help clients build influence and unlock outcomes. It’s based on John Kotter’s 8-step change model — adapted to the realities of navigating government.

We don’t use this model because it’s fashionable. We use it because it works.

Why structure matters

Getting a meeting with a minister or senior official is only the first step. Too many organisations fall into endless “meeting loops” – briefings, follow-ups, committee updates – without ever progressing toward a decision. Even teams familiar with government processes can find themselves stuck in this cycle.

A clear, step-by-step framework ensures you:

  • Break out of the meeting loop: Turn conversations into concrete actions and next steps
  • Align internally before external engagement: Prevent mixed messages or half-baked asks
  • Sequence efforts for impact: Use early wins to build credibility and momentum
  • Maintain forward motion: Stay on track through shifting priorities, political changes, and bureaucratic complexity

Rather than fire-hosing contacts with slides, structure creates sustained momentum and real progress.

Frank’s 8-Step Influence Approach

Inspired by Kotter, adapted for how government actually works

  1. Form a Strategic Vision
    Align internally on a clear, credible vision with public value.
  2. Create a Sense of Urgency
    Build momentum by identifying shared opportunities and risks.
  3. Build a Guiding Coalition
    Identify and engage the right decision-makers and their influencers.
  4. Communicate the Change Vision
    Sequence messages and engagement points to build support.
  5. Remove Barriers to Action
    Pre-empt and work around institutional or political roadblocks.
  6. Generate Short-Term Wins
    Celebrate visible progress to build credibility and sustain momentum.
  7. Sustain Acceleration
    Maintain activity and focus even when government becomes noisy or distracted.
  8. Institute Change
    Lock in commitments and keep partners accountable — especially in the lead-up to elections.

It’s about influence that lasts

We believe influence isn’t about who you know — it’s about how you work. Our approach is grounded in professionalism, openness, and a shared commitment to creating public value.

We help clients build trusted relationships with government by being clear, consistent, and credible. That means turning good ideas into practical strategies, sequencing the work, and staying the course. It’s not about shortcuts — it’s about building momentum the right way.

Our 8-step approach provides the structure to do that. It helps organisations lead with clarity and engage with confidence — creating outcomes that are good for our clients and good for the communities they serve.

From Policy to Product: Why execution is the New Frontier in Government Strategy

In government, strategy can, if effort isn’t maintained, stop at the press release.

Big reforms are announced, bold targets are set — and then delivery stalls. Implementation lack attention, ideas get watered down and momentum is lost. The intent was sound, but outcomes don’t follow.

This isn’t a new problem, but it’s a growing one. As governments step up in areas like housing, energy transition, digital infrastructure and industrial policy, the ability to execute is becoming the real differentiator.

The next wave of public sector performance likely won’t come from big bang ideas. It will come from better delivery. Turning strategy into product. Policy into outcomes. Technology into productivity. Fast, visible, and credible.

That’s the execution gap emerging as ambition and activity grows. And it’s time we closed it or lose the dividends and outcomes on offer.

The Myth of the “Announcement Effect”

Governments place a lot of weight on announcements. The assumption sometimes made is that policy intent will shape behaviour, signal momentum, or buy time. Sometimes it does, but not for long.

The public, the media, and delivery partners are asking sharper questions. “When will we see it?” “How will it work?” “Who’s responsible?”  Good government has these questions considered and answered before policy choices and indeed announcements are made.  Many examples exist of Governments who have confronted these questions and enjoyed the dividends of their work.

Execution isn’t just follow-through — it’s the hard, messy work that turns direction into delivery. It requires just as much focus and capability as policymaking itself.

And too often, that capability is missing.

Where Execution Breaks Down

Most governments don’t lack ambition. They lack delivery infrastructure — especially for cross-cutting or first-of-its-kind reforms.  To be clear, this is not a generalisation.  Pockets of brilliant practice exist that can offer inspiration and learning.

If it does break down, this is where it usually happens:

  • No clear owner. Too many players, not enough ownership mindset.
  • Unrealistic timelines. Driven by political cycles or ambition, not delivery reality.
  • Disconnected governance. Strategy lives in one part of government, delivery in another.
  • Limited capability. Policy teams are thin, delivery teams even thinner.
  • Poor feedback loops. Early risks go unflagged, lessons aren’t learned until too late.

The result? Reform fatigue, cynicism, and missed opportunities — which is devastating, especially when the intent was good.

What Good Execution Looks Like

There’s no silver bullet, but high-performing delivery efforts tend to share five things:

  1. Clear scope and mandate. Everyone knows what success looks like and who’s accountable.
  2. Integrated governance. Decision-making is fast, issues don’t bounce around.
  3. Skilled delivery teams. Not just project managers, but people who can navigate both systems and politics.
  4. Strong delivery rhythm. Regular check-ins, real data, and clear escalation paths.
  5. Adaptability. Learning fast, adjusting early, and staying focused on outcomes.

This isn’t private-sector delivery theatre. It’s disciplined public delivery, designed for complex systems, contested environments, and multiple stakeholders.

Three Ways to Build Execution Muscle

If you’re serious about closing the execution gap, start here:

1. Stand up delivery teams early

Don’t wait until something goes off-track. Embed delivery leads as soon as a policy is locked in — ideally, while it’s still being shaped. Make them part of the design.

2. Build delivery into governance

If your program board doesn’t have real delivery data, decision-making authority, or a direct line to the senior accountable executives or office holders — it’s not fit for purpose. Build governance around momentum, not process.

3. Invest in public delivery capability

The instinct to outsource core delivery is understandable. But governments that succeed in high-stakes reform increasingly keep the core in-house. That means investing in people, tools, and partnerships that strengthen institutional delivery capacity — not just hire it. 

If capability is hired-in, which is sometimes necessary and a healthy thing to do when dealing with new tasks or content, ensure a capability transfer as well as project delivery.

The Opportunity

Big reforms will always be hard. But they’re not impossible.

The governments that lead the next decade — in climate, housing, skills, infrastructure — won’t just be those with the best ideas alone. They’ll be the ones that can deliver.

At frank, we help close the gap between ambition and action. We work with governments to turn strategy into product — quickly, credibly, and with a clear grip on risk and results.  We work with those who seek to partner with Government to help.  It’s always about the outcome.

At frank, we don’t believe that there is no need to slow down idea generation or default to endless cycles of planning rather than action.  There is no need for the theatre of endless meetings. There is a need for conscious, capable and deliberate delivery.