The model, adopted by the chief constable, is based on three components inextricably linked, each dependent on the other. Achievement of the vision or goal (Quality) depends first on a universally accepted corporate plan that dictates the direction and priorities of the organization over a period (Strategy), and secondly, upon the organization itself having the organization appropriate for the delivery of the strategy (Structure). Research indicated that the Johnson and Scholes method of strategic analysis, followed by strategic choice and strategic implementation, seemed appropriate in the Northumbria situation. Managers were introduced to the Johnson/Scholes process. After approximately 3 months, key players reported back to outline the perceived strengths and weaknesses of their commands. The reports showed three dominant strategic issues that the agency must address: the management of increasing demand for policing services, people within the organization, and the need for effective internal and external two-way communication. The three strategic issues were dissected at seminars, and a number of strategic choices were made. Each of the three strategic issues was assigned to an assistant chief constable with responsibility for driving that aspect of the plan. The review is now ongoing, and Northumbria will accept and implement much current thinking in terms of management structure and role definition. 2 figures and 7 references