How can public offices adapt to change without losing stability? This project explores that question through a real case: a cantonal office under political oversight, legal constraints, and internal pressure to modernise. Through interviews, observations, and a co-design workshop with staff, I analysed what supports or blocks adaptability in this setting. The findings revealed tensions between political priorities and operational realities, along with missing structures for learning and cross-team reflection. I turned these insights into a strategy with four systemic levers, from fallback routines to feedback loops, that strengthen adaptability without undermining public accountability. Instead of offering fixed solutions, the strategy builds internal capacity for reflection, learning, and shared ownership. The project shows how design methods can create shared understanding and support transformation in politically complex environments.