The importance of culture in complex programs

Amalgamotion gravitates to, and prides itself, on the value and experience it provides in governing and managing large, complex, multi-stakeholder programs. We believe that, irrespective of the specific service an organisation provides in these types of programs, it isn’t just about what it delivers but about how it’s done. 

In large, complex programs, there is typically a web of vendors, service providers and stakeholders. In this environment the culture of the program and the organisations within it can be the difference between enabling a supportive, aligned, and collaborative environment as opposed to one that is dissonant, politically charged and challenged by otherwise avoidable, inefficient, and frustrating challenges, conflicts, and roadblocks. 

Based on our experience, Amalgamotion believe that getting the organisational culture right is critical to enabling the success of large, complex, multi-stakeholder programs.

Culture Shapes Relationships

When multiple organisations come together each with their own priorities, ways of working, and pressures, culture becomes a key factor in how well they align. Whilst each organisation inevitably has its own interests to protect, it’s vital that those interests are balanced with what’s best for the program.

Amalgamotion encourage all organisations to be aligned around a common culture, underpinned by values that foster transparency, accountability, and adaptability.  This assists all parties in integrating more effectively into a complex ecosystem that moves at pace to achieve performance in delivering project outcomes.

Take, for example, a government or infrastructure program where government agencies, contractors, and third-party suppliers must work together for years. If a supplier’s culture prioritises short-term wins – often financial – over long-term trust, their resource allocation and task focus may be misaligned with others in the ecosystem resulting in frustration, conflict and in-effeciency.

In contrast, a supplier that embraces openness and shared success will build relationships that lead to smoother collaboration and optimal resource allocations across the program, increasing performance and delivering better outcomes. 

What We Do: At Amalgamotion, we take the time in the initial stages of the program to facilitate the development of a common roadmap that aligns all organisations in the ecosystem to mutually agreed short-term and long-term objectives. These are regularly reviewed as part of the governance process and serve all parties as a reference point as to how the organisations will deliver the common goal.  

Culture Impacts Problem-Solving

In complex programs, it is inevitable that there will be deviations from the project plan. Common deviations include technical issues, shifting requirements, or latent conditions. 

A stakeholder, supplier or program with a siloed culture can struggle in this environment. They may resist feedback; slow down decision making or hide problems whilst trying to individually solve them without considering the wider impact. 

On the other hand, one with a culture of proactive problem-solving and continuous improvement will enable the program to collaboratively navigate challenges effectively. 

During a major commercial transformation program Amalgamotion managed, one supplier’s engineers discovered a significant flaw in their operational process that was to be transitioned over to the outsourced service provider. As the program had actively encouraged transparency and collaboration, the issue was raised early, stakeholders collaborated to develop a solution. 

What We Do: Prior to commencing the transformation, we seek to align all parties to an agreed set of governance processes and behaviours that encourage collaboration, a joint approach to outcome focused problem solving, and mitigate the risk of a blame/shame or finger pointing culture. 

Culture Defines Reputation and Long-Term Success

Large multi-stakeholder programs are complex, and their success is dependent on all parties in the program ecosystem performing their respective role. 

This effectively creates interdependent relationships, each of which creates a co-dependency for success. Aligning each party to key components of a collaborative organisational culture in this environment is vital to unlocking successful program outcomes. 

A strong organisational culture, that values integrity, flexibility, and partnership, becomes a competitive advantage. It leads to repeat contracts, stronger client relationships, and a reputation that attracts and retains the best talent.

What we’ve done: Amalgamotion identified five core values that embed our culture in our ways of working and behaviours to support the successful delivery of complex programs.

1. Audacity: Not being afraid to challenge if actions, attitudes, or agendas are not serving the best interest of the programme, initiative, or objective.
2. Veracity: A conformity to facts and accuracy. This is only achievable with the provision of right systems, processes, governance structures and the experience and subject matter expertise to be data driven and evidence based.
3. Humility: The quality of having a modest or low view of one’s importance. The humanistic yet impartial and unemotional that brings balance to the audacity and veracity.
4. Unity: The state of being united or joined as a whole. Regardless of company loyalties, agendas, or self-interest, in the context of complex multi-party programs, transformations or strategic initiatives all parties (Clients, Suppliers, Service Providers and Vendors).
5. Passion: A strong liking or desire for or devotion to some activity, object, or concept. Regardless of the risks, challenges, conflicts that all complex, multi-party programs will no-doubt face through the lifetime of the programme, it is critical that we remain invested, committed and passionate about the Why and What of the programs objectives and outcomes we are striving to achieve.

These values frequently show up individually and collectively as relatable reference points for our culture and the “how we do things around here.” Internally, this means how we manage our own team – from recruitment, training, recognition, leadership, and communication. Externally, it is how we provide services to our clients and partners.

In complex programs, culture isn’t a soft, abstract concept. It is a real-world factor that drives efficiency, trust, and resilience. Suppliers that get it right don’t just deliver; they perform, and they thrive.