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Dealing with Workplace Culture Diversity - The ANZ Experience May 2008

. . Our Context PB

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Dealing with Workplace Culture Diversity - The ANZ Experience May 2008

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    1. Dealing with Workplace Culture Diversity - The ANZ Experience May 2008

    2. Our Context � PB & NBNZ Acquisitions

    3. BUILDING THE PERFORMANCE CULTURE � OUR APPROACH The approach we have taken when looking at our merging cultures was to look at our performance culture from two directions: The type of culture we need (based on what it will take to succeed, our strategy and what our people want) and Our existing culture � including both our formal systems & processes and the mindsets & behaviours of our people From this, we can identify the gap we face and therefore determine what we need to do to make our performance culture truly distinctive and inclusive.The approach we have taken when looking at our merging cultures was to look at our performance culture from two directions: The type of culture we need (based on what it will take to succeed, our strategy and what our people want) and Our existing culture � including both our formal systems & processes and the mindsets & behaviours of our people From this, we can identify the gap we face and therefore determine what we need to do to make our performance culture truly distinctive and inclusive.

    4. THE �BREAKOUT� PERFORMANCE CULTURE PROGRAM There are many individual initiatives that helped to bridge the gap. The Breakout culture program had a major influence on addressing the gap between the ANZ and Postbank cultures. Breakout consisted of 3 main themes, with a number of supporting themes to reinforce the changes and ensure they are deeply embedded in ANZ. The three main themes are: Aspiration and values. Adopting a bold, breakout aspiration and a set of values for ANZ and taking action to make these real throughout our organisation Transformational leadership. Transforming ourselves, the way we interact and work together and the way we lead. People and opportunities. Dramatically strengthening the people and opportunity levers. There are many individual initiatives that helped to bridge the gap. The Breakout culture program had a major influence on addressing the gap between the ANZ and Postbank cultures. Breakout consisted of 3 main themes, with a number of supporting themes to reinforce the changes and ensure they are deeply embedded in ANZ. The three main themes are: Aspiration and values. Adopting a bold, breakout aspiration and a set of values for ANZ and taking action to make these real throughout our organisation Transformational leadership. Transforming ourselves, the way we interact and work together and the way we lead. People and opportunities. Dramatically strengthening the people and opportunity levers.

    5. KEY LEARNINGS & COMMON THEMES

    6. KEY LEARNINGS & COMMON THEMES (CONTINUED)

    7. Questions

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