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This is the first of a three-case series. Departmental Secretary Dr Martin Parkinson sat in his office and gave a sigh of relief. The newly created Department of Climate Change that he had been asked to lead had reached a milestone with the tabling in parliament of the Carbon Pollution Reduction Scheme. The department faced further urgent challenges, but it was time to take stock of where the department stood and needed to go. This case, developed for the teaching of leadership, is a graphic illustration of the many and various pressures facing a first-time chief executive in a newly-created department operating in a highly political area. It offers potential for discussion in a number of areas, including issues of organisational culture and design.