Culture Change

Case Studies

Establishing A Coaching Culture

Brotherhood of St Laurence (BSL) sought to overhaul its culture while embedding a new coaching culture for more than 2000 staff. BSL engaged our team to undertake global research, benchmarking and development of a coaching framework.

We collaborated with Melbourne University to develop bespoke L&D pathways, designed a one-year integrated content delivery supported by face-to-face learning and a community of practice.

The program was very successful and lead to BSL winning a significant number of national contracts, ultimately convincing both state and federal governments to change the way youth and employment services should be delivered and funded.

Upgrading To A New Way of Working

IP Australia sought help to design and implement a quality improvement project (QIP). Our team was engaged to address cultural issues, siloed departments and ineffective quality assurance processes.

We undertook the change in phases, co-designing working groups that included representation from each division. Our team was embedded in the internal design teams, educated the change team and undertook strategic planning and measures of effectiveness. The new QIP system was introduced while maintaining BAU commitments.

The project improved quality and resulted in a 33% reduction in staff absenteeism, an 8% year on year improvement in staff satisfaction and a 5% reduction in staff turnover.

Intermodal Safety Upgrade

During the design phase, the new Parramatta Light Rail Vehicle (LRV) operator wanted to optimise how commercial vehicles, cars, the train, cyclists and pedestrians interacted with the new LRV.

Our research supported precinct design – each requiring something different, especially intermodal use and interactions.


Through stakeholder engagement, precinct design and user consideration LRV designs integrated key learnings from Transport Canberra LRV and Sunshine Coast LRV.

Community Sentiment

The Powerhouse Museum wanted to determine which issues were front of mind for stakeholders and the community in Parramatta – the new location of the museum.

After extensive digital engagement, the results of ‘open field’ free text was evaluated to identify patterns of repeated sentiment. These included areas already known –  acceptance of design, fears about flooding – and new areas of inquiry – about local festivals, reasons people loved Parramatta – not previously understood by the Parramatta council.

The Museum was then able to address stakeholder concerns during their roll out of the building planning phase.

Australian Border Force 4

Improving Compliance

The Australian Border Force customs division had a compliance problem with companies not paying duty on time.

Our team was engaged to assemble a behavioural insights unit (BIU) to address this and other behavioural issues at the border.

This was the first project to leverage unconscious and conscious intervention as well as policy change to increase customs compliance across the board.

The result was an 8% per annum increase in compliance, which led to increased revenue and reduced litigation.

Adash Janiszewski

Chief Executive Officer

Adash is Providence’s CEO and is responsible to the Providence Board and Providence’s clients for ensuring the timely delivery of outcomes through advice, guidance and mentoring to Providence’s staff.