Culture change at the Treasury Board of Canada Secretariat - Transcript
At TBS, our people, workplace and business practices have changed.
But has our culture— our collective behaviours and beliefs—kept pace?
TBS is very different from how it used to be.
Take Mr. Adams for example. In 1966, when TBS became a department,
Mr. Adams had a closed office and worked, largely on his own, with tools such as typewriters and carbon copies.
Hierarchy was essential.
Over time, tools such as fax machines,
floppy disks and pagers would come and go.
The workplace became more diverse, reflecting the varied backgrounds, perspectives, and cultures of Canadians.
Fast forward to today: Mr. Adams’ granddaughter, Charlotte,
teleworks frequently thanks to her tablet and smartphone, and she collaborates daily with her colleagues and teams,
using GCconnex. TBS is a much flatter organization.
Over the years, we’ve seen a number of change initiatives at TBS.
But we can choose to do more.
After all, culture doesn’t have a start or an end date; it is always evolving.
Each of us plays a role in shaping our culture.
As we look to the future, now is the time to talk about what the future should be?
What should TBS’s workplace culture look like?
How can this culture support TBS as a leader within the public service?
And what can each of us do to make a difference?