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

Why is culture important?  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. Companies with unsupportive cultures and poor strategic alignment underperform. Organisational success comes, in part, from recognising the cultural attributes needed to succeed.

The science behind successful cultures Behaviour What guides behaviour? Rules? Values? What is the pressure to conform?

The science behind successful cultures Behaviour What guides behaviour? Rules? Values? What is the pressure to conform? Meanings How do systems of meanings guide behaviour? Are meanings shared / public or driven by personal interest?

Culture 1: CHAOS Common governance Independence Systems of control SLEEP WALKER CHAOS Weak Governance Spirit

Culture 2: SLEEP WALKER Common governance Independence Systems of control SLEEP WALKER CHAOS Weak Governance Spirit

Culture 3: COMPLIER Common governance Independence Systems of control SLEEP WALKER CHAOS Weak Governance Spirit

Culture 4: ENGAGED Common governance Independence Systems of control COMPLIER Independence Systems of control SLEEP WALKER CHAOS Weak Governance Spirit

Shifting culture Define Align Manage

Shifting culture: Define Evaluate your current culture and performance Clarify your vision Clarify values and expected behaviours Define

Shifting culture: Align Clarify strategic priorities Engage your team in SMART goals Clarify and track key measures Align

Shifting culture: Manage Maintain a management system for priorites and goals Management of communication habits and routines Build motivation throughout Manage

Shifting culture: Manage Maintain a management system for priorites and goals Management of communication habits and routines Build motivation throughout Manage

Case Study: Justice & Regulation Implementation of risk survey findings, increased focus on maturation of content, uplifted capability Establishment of risk management capability framework and conduct of risk culture survey 2015 Establishment of centralised risk reporting and analytical tool Work in progress 2014 Revamped policies, frameworks and tools Half / Half between compliance / engaged 2013 Establishment of Risk and Audit Directorate Largely compliance with some engaged business units 2012 Sleep walking with pockets of compliance 2011 Sleep walking with a touch of chaos

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