Development of a branch identity

Client

Technical Application Branch (the branch) is one of three branches within the Technical Services Division of the Australian Bureau of Statistics (ABS). It is responsible for applications development and support services for both central and interstate statistical clients. This forms part of the Information, Communication and Technology services required to support the ABS in assisting government, business and the community to make informed decisions based on national statistical services.

The branch has 200 staff with approximately 70% based in the Canberra office.

Situation

In 2008/09 ABS conducted productivity initiatives which resulted in a rationalisation of the number of roles in the organisation. The general perception of the process and subsequent loss of fellow colleagues impacted staff and created a climate of uncertainty within ABS. To address this situation and the ABS requirement to focus on performance and personal accountability, the new branch director sought to establish a strong branch identity.

TAB required all 200 staff to be actively involved in the creation of this new identity. The engagement had to be completed in 7 weeks.

Solution

The TAB engaged Nous to determine the branch identity and create a plan to keep the resulting culture alive. To achieve these dual goals, Nous:

• engaged the branch in stakeholder interviews and 15 national focus groups to imagine the ideal work environment for a team member, account manager and clients
• introduced staff to the concept of FISH, four principles to create a new work environment based on play, make their day, be there, choose your attitude

We also designed and facilitated a two‑day workshop for 200 staff. This was a key component in establishing the branch and included:

• symbolically recognising the branch history, achievements and learnings
• presentations from senior managers on the business plans and strategic direction of the organisation, division and branch
• a light personality profile to appreciate the diversity within the branch and make improvements to working practices
• creation of identity statements and voting on the preferred wording
• prioritising actions to realise the ideal working environment for team members, account managers and clients.

This was the first time in eight years the branch had come together and was attended by over 200 staff. The event was very successful and received positive feedback for its professionalism and balance of group activities and plenary presentations.

It was agreed that a stronger, more optimistic foundation for the branch would maintain the new identity and associated culture, and that this would be achieved by respecting everyone's input, addressing the gap in trust which had emerged due to the previous productivity initiatives, and creating a greater sense of cohesion across the branch.

Result

The Nous process produced a confirmed identity statement and recommendations to reinforce and sustain the ideal working environment and agreed identity.