Culture is built into the systems of an organisation. It emerges from the traditions of practice and the stability of function. The 'way we do things around here' is the enemy of reform.

The Hayne Royal Commission has been clear on the effect of organisational culture on performance: “A culture that fosters poor leadership, decision-making, or behaviour will undermine the governance framework of the entity.” Will the financial sector leaders learn the lessons or show contrition while quietly falling back into old habits and routines?

Well-worn and circular discussions of visions, aspirations, culture, leadership and values often plague our discussions of change and reform. What if we were focused on how we are organised to deliver capability instead?