Case Study: Transforming Culture for Sustainable Performance

Leader: Richard Harding
Organisations: TIO (NT), Tower Insurance (NZ), iCare (NSW)

Introduction

For more than 20 years as CEO, Richard Harding has led large-scale transformations across the insurance and public sectors. His central belief: sustainable performance starts with culture.

At the 2025 Human Synergistics Conference, Richard reflected on three major transformations—each grounded in shifting from Defensive to Constructive cultures using the Life Styles Inventory™ (LSI) and Organizational Culture Inventory® (OCI) frameworks.

The Turning Point

Richard’s first LSI, two decades ago, was “one of the most confronting moments” of his career. Standing on the Circumplex mat, he realised the unintended impact of his own style on others. From that moment, culture became his anchor for every change he led.

“You can have the best strategy in the world, but if your culture isn’t aligned to accept it—it will die on the vine.”

Three Transformations

1. TIO (Northern Territory) – From Loss to Pride
2. Tower Insurance (New Zealand) – From Defensive to Digital Challenger
3. iCare (NSW) – Rebuilding Trust

When Richard joined, iCare was under public scrutiny and employee pride had vanished. Half of the McDougall Review’s 178 recommendations related to culture.
The focus became purpose—“We care for the people of NSW”—and leadership alignment. Early OCI data shows movement from Defensive toward Constructive styles as trust and connection rebuild.

Lessons in Leading Cultural Change

1. Integrate culture and strategy – Culture can’t sit beside strategy; it must be inside it.
2. Anchor in moral purpose – Lift strategy beyond profit to meaning and service.
3. Align and role-model – Leaders must share one language for “how” success is achieved.
4. Redefine performance – Reward outcomes and behaviours.
5. Coach, don’t command – Growth happens through feedback and development.
6. Stay the course – Lasting culture change takes 4–6 years.

Conclusion

Richard Harding’s career shows that culture isn’t a side project—it’s the engine of transformation.

By embedding Constructive styles and moral purpose into leadership and performance systems, he has proven that cultural alignment drives both results and pride.

Watch Richard at our 27th Annual Culture & Leadership Conference as he presents  – From Strategy to Culture: Driving Lasting Organisational Impact
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Presentation here