Culture change in government: From mandate to momentum

In the Australian Public Service (APS), supporting culture change is no longer optional, it’s essential. After the recent federal election, many departments are going through large and small adjustments, with some managing complex machinery-of-government (MoG) changes. These changes affect not just structures and systems, but also how people work together.

Although the APS might seem like one big homogenous workplace, the reality is that each agency operates with its own set of norms. When agencies merge or rebrand, they bring different cultures with them. This can be complex, but it also creates opportunities. How leaders manage this transition, through clear communication and strong leadership, will shape whether the new organisation thrives or struggles.

At Parbery, we’ve seen how culture change can shift from being a top-down directive to a movement that energises teams and aligns behaviours with purpose.

What we’re seeing

1. Clarity is key
   ‍During MoG changes, having a clear strategy is important, but clarity about expectations matters even more. Staff need to know not just the direction of change, but how they’re expected to act. In one project, we worked with leaders to co-design behavioural principles that helped unify a newly merged organisation.
2. Emotional intelligence makes a difference
   ‍Change can be emotional, especially when it affects identity and legacy. In one restructure, empathy and psychological safety helped a Defence client manage resistance. Leaders who listen and respond with care can turn fear into engagement.
3. Leadership sets the tone
   ‍Culture change starts with leaders. During MoG transitions, leaders need to be aware of the ‘shadow’ they cast – their tone, decisions and actions all shape the new culture. We’ve supported state government leaders to model the values they want to see in their teams.
4. Balance quick wins with long-term goals
   ‍Early wins help build momentum, but lasting change takes time. One client embedded cultural change over 18 months, combining short-term results with a long-term strategy. In a post-election environment, this balance helps maintain morale and build sustainable change.
5. Use data to guide decisions
   Surveys and behavioural data helped one federal client move from anecdotal feedback to informed decisions. In a newly merged department, data can highlight cultural gaps and guide where to focus efforts.

Readiness surveys are a powerful tool – they assess how prepared staff are for change, uncover potential resistance and help tailor engagement strategies. When used early, they can provide a baseline for tracking progress and adjusting course as needed.

Supporting cultural integration

When departments merge, it’s not just systems that need to align, it’s people, values and ways of working. Successful integration takes effort. Here’s what helps:

• Recognise and respect the legacy of each department.
• Create shared language and rituals to build a sense of belonging.
• Involve staff in shaping the future so they feel ownership of the new culture.

Supporting culture change is about people. It’s not about forgetting the past – it’s about building a future that draws strength from diversity.

Final thoughts

As we navigate the post-election landscape, good change management is more important than ever. At Parbery, we help government teams move from mandate to momentum, supporting leaders to build cultures that are resilient, inclusive and purpose driven.