[OR] [BDCB] [E2] [C15] Introducing Cultural Change Management

Chapter 15

 Introduce Cultural Change Management

Introduction

Operational resilience at Brunei Darussalam Central Bank (BDCB) cannot be sustained solely through policies, procedures, and technical controls.

It requires embedding resilience into the institution’s culture. Introducing cultural change management ensures that resilience practices are not perceived as compliance-driven tasks, but as a mindset ingrained across all levels of the Bank.

By fostering a shared understanding of resilience, BDCB can strengthen its ability to anticipate, adapt to, and recover from disruptions—protecting Brunei Darussalam’s financial system and maintaining public trust.

Purpose of the Chapter

The purpose of this chapter is to highlight how BDCB can embed resilience into its organisational culture by implementing structured change management initiatives. It focuses on strategies to engage leadership, empower staff, encourage collaboration, and institutionalise resilience values in daily operations. By addressing both behavioural and organisational dimensions, BDCB will sustain long-term resilience beyond initial program implementation.

Implementation Steps

Step 1: Establish Leadership Commitment

• Description: Senior management, including the Board of Directors and Governor, must visibly endorse resilience as a core organisational value. Leaders should articulate a clear vision and demonstrate commitment through actions.
• Example (BDCB): The Governor could deliver quarterly internal messages emphasising how operational resilience underpins financial stability and the safeguarding of Brunei Darussalam’s monetary system. Townhalls or annual staff briefings may include resilience as a standing agenda item.

Step 2: Define and Communicate Resilience Values

• Description: Clearly defining resilience values allows employees to internalise expectations. Communication must reinforce that resilience is integral to risk management, regulatory compliance, and service continuity.
• Example (BDCB): Creating a “Resilience Charter” that outlines principles such as adaptability, accountability, and collaboration, which are published on BDCB’s intranet and highlighted during onboarding.

Step 3: Embed Resilience in Policies and Processes

• Description: Policies and daily processes must reflect resilience priorities. Embedding resilience in operational manuals ensures staff see it as part of normal work, not an extra burden.
• Example (BDCB): Updating procurement processes to include supplier resilience checks, ensuring that critical vendors supporting payment systems demonstrate business continuity measures.

Step 4: Build Staff Capability and Ownership

• Description: Employees need the right skills and mindset to adopt resilient behaviours. Ongoing training and awareness programs ensure resilience becomes second nature.
• Example (BDCB): Conducting scenario-based training where staff role-play disruptions such as payment system outages. This helps employees see their role in maintaining resilience, encouraging ownership at all levels.

Step 5: Incentivise and Recognise Resilient Behaviours

• Description: Positive reinforcement encourages adoption. Recognition programs can highlight staff or departments that demonstrate resilience in practice.
• Example (BDCB): Introducing a “Resilience Champion Award” during the annual staff appreciation ceremony to recognise teams that effectively adapted to disruptions or contributed to improving continuity planning.

Step 6: Encourage Cross-Functional Collaboration

• Description: Resilience is collective. Encouraging departments to collaborate breaks silos and strengthens organisation-wide readiness.
• Example (BDCB): Setting up an inter-departmental “Resilience Taskforce” that meets quarterly to review lessons from incidents, share updates, and refine cross-functional response strategies.

Step 7: Monitor, Measure, and Adapt

• Description: Cultural change is not a one-time effort. Regularly measuring progress and adapting initiatives ensures sustainability.
• Example (BDCB): Conducting annual staff surveys to measure awareness of resilience values, combined with KPIs such as the number of staff trained in crisis management, to monitor cultural adoption.

Summing Up ...

Introducing cultural change management at BDCB ensures that operational resilience is not only sustained but becomes a defining feature of the Bank’s identity.

By embedding resilience values into leadership priorities, staff behaviours, policies, and reward structures, BDCB will foster a culture where resilience is instinctive rather than reactive.

This cultural alignment strengthens the Bank’s ability to protect Brunei Darussalam’s financial stability and sets an example for other institutions in the region.

	Operational Resilience at BDCB: A Strategic Implementation Guide
	"Sustain" Phase of the Operational Resilience Planning Methodology
	C14	C15	C16	C17	C18	C19

OR Planning Methodology Phases		Plan	Implement	Sustain

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