The new Culture Club: building resilience from withinJacinthe A Galpin, Chief Risk & Audit Officer, Department of Justice & Regulation

Why is culture important?

Companies with unsupportive

cultures and poor strategic

alignment underperform.

Culture is fabric. It is built up brick

by brick, over time, with

consistency, patience and

encouragement. It outlasts any

process.

Culture trumps strategy and leadership. A strategy only

works when it is supported by the

culture.

Organisational success comes, in

part, from recognising the

cultural attributes needed to succeed.

The science behind successful cultures

BehaviourWhat guides behaviour? Rules? Values? What is the pressure to conform?

The science behind successful cultures

BehaviourWhat guides behaviour? Rules? Values? What is the pressure to conform?

MeaningsHow do systems of meanings guide behaviour? Are

meanings shared / public or driven by personal interest?

Culture 1: CHAOS

Independence

Weak Governance Spirit

CHAOS

Systems of control

SLEEP WALKER

Common governance

Culture 2: SLEEP WALKER

Independence

Weak Governance Spirit

CHAOS

Systems of control

SLEEP WALKER

Common governance

Culture 3: COMPLIER

Independence

Weak Governance Spirit

CHAOS

Systems of control

SLEEP WALKER

COMPLIER

Common governance

Culture 4: ENGAGED

Independence

Weak Governance Spirit

CHAOS

Systems of control

SLEEP WALKER

COMPLIERENGAGED

Common governance

Shifting culture

Shifting culture: Define

• Evaluate your current culture and performance

• Clarify your vision

• Clarify values and expected behaviours

Shifting culture: Align

• Clarify strategic priorities

• Engage your team in SMART goals

• Clarify and track key measures

Shifting culture: Manage

• Maintain a management system for priorites and goals

• Management of communication habits and

routines

• Build motivation throughout

Shifting culture: Manage

• Maintain a management system for priorites and goals

• Management of communication habits and

routines

• Build motivation throughout

Case Study: Justice & Regulation

Sleep walking with a touch of chaos2011

Sleep walking with pockets of compliance2012

Largely compliance with some engaged business units2013

Half / Half between compliance / engaged2014

Work in progress2015

Establishment of Risk and Audit

Directorate

Revamped policies, frameworks and

tools

Establishment of centralised risk reporting

and analytical tool

Establishment of risk management capability framework and conduct of

risk culture survey

Implementation of risk survey findings, increased focus on maturation of content, uplifted capability

The new Culture Club: building resilience from withinJacinthe A Galpin, Chief Risk & Audit Officer, Department of Justice & Regulation