leadership by example and new incentive systems. Making managers accept personal responsibility for decisions was a key goal.
The RBNZculture has certainly shifted. Change is itself viewed more positively. Behavior relies more on judgement, less on rules. Initiative is more likely to be encouraged. The management team will often confront a difficult decision, express a diversity of views, and set a clear direction rather than search for consensus. Staff throughout the RBNZ are franker and less likely to hide their opinions. Status barriers have been lowered in many ways