Product details

This is the first of a two-case series (IMD-3-1289 and IMD-3-1290). In July 1999, David Henshaw was appointed Chief Executive of the Liverpool City Council. The public organisation was in collapse, charging the highest local tax in the UK and being ranked third from bottom in terms of service quality. The case presents the organisational changes Henshaw implemented at first to restore confidence among employees. It then introduces Henshaw''s vision of re-engineering the council''s services around the needs of its customers. Information and communication technology (ICT) was a key component of this vision. Participants are invited to analyse the pro and cons of three ICT procurement options and recommend one of them: outsource, keep the service in-house or come up with an innovative framework of partnership with a private company.