Conclusion 6

The Bank created an open ‘no surprises’ culture within the programme, with strong collaboration between business, technology and external specialists. The Bank acknowledges that it is traditionally a hierarchical organisation. For the RTGS modernisation programme, it set a clear tone from the top to encourage an open ‘no surprises’ culture and foster a sense of team working. Staff were encouraged to raise concerns early and escalate issues through a range of mechanisms, including a ‘transparency channel’ that allowed them to share concerns anonymously. Senior leaders reinforced the team culture of everyone playing their part, for example, by attending weekend dress rehearsals for the launch of the new system. The programme also made a point of celebrating milestones to maintain morale and reinforce a shared sense of progress. The Bank recognised the importance of business and technology specialists working together and co- located them alongside Accenture staff to help break down potential silos. Partnership working with Accenture was further supported through the contract, which set out agreed ways of working, with key programme roles having both Bank and Accenture representation.