1 / 15

The new Culture Club: building resilience from within

The new Culture Club: building resilience from within. Jacinthe A Galpin , C hief Risk & Audit Officer, Department of Justice & Regulation. Why is culture important?. .

petitt
Download Presentation

The new Culture Club: building resilience from within

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

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

  2. 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. Organisational success comes, in part, from recognising the cultural attributes needed to succeed. 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.

  3. The science behind successful cultures Behaviour What guides behaviour? Rules? Values? Whatisthepressure to conform?

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

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

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

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

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

  9. Shifting culture

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

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

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

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

  14. 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

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

More Related