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NTT Data Australia is a global IT services provider, specialising in digital transformation, cloud, automation, consulting services, and SAP-focused transformation. Operating in a mature and highly competitive market, NTT Data Australia (Consulting) faces rapid technological disruption and evolving client expectations. As a professional services firm, most of its workforce is customer-facing, making organisational culture and capability critical to its success. The Challenge NTT Data Australia’s immediate challenge was to develop a strategy that could respond to external pressures while engaging the entire workforce. The organisation needed to evolve its service offering and core practices around client engagement, create a workplace that attracts and retains top talent, and maintain a culture of excellence, service ethos, and value creation. Key challenges included sustaining and growing revenue and EBIT, attracting and retaining talent, and improving customer experience (NPS). The Work Over three years, NTT Data Australia partnered to deliver a multi-faceted strategic alignment and transformation program: Culture Blueprinting & Assessmen t: Using the PerformX diagnostic tool, NTT assessed its current culture, developed a culture blueprint aligned with strategic objectives and identified priority initiatives for change based on its aspired culture profile. Annual PerformX pulse surveys were deployed to track and monitor progress around culture priorities. Action Planning: Action planning at both group and team levels defined and activated the initiatives required to evolve the culture and address strategic gaps. The action planning sessions were also undertaken annually to ensure that initiatives and interventions were deployed and monitored over time. Consultant to Advisor Program: A blended learning programme focused on uplifting delivery consultants from technical experts to strategic advisors was developed as part of the action planning outcomes. The program aimed to develop the skills for deep client needs analysis, building trust-based relationships, and co-designing value-driven solutions, which in turn aligned with the strategic priorities of the business – revenue growth, client excellence and value creation. Growth Mindset & GRIT: The development and delivery of the GRIT program was also defined through the annual Pulse survey and action planning activities and was specifically designed to foster a growth mindset and resilience across the organisation. Impact Aligned to Key Criteria Integration Across Culture, Leadership, Capability, and Strategy The culture assessment, blueprinting, and action planning led directly to strategic capability uplift through the Consultant to Advisor and GRIT programmes. By linking strategic outcomes with the aspired culture defined through the culture Blueprinting and action planning process, NTT identified and addressed gaps that would most impact their strategy. Scale of Reach The PerformX culture assessment and action planning activities were deployed organisation-wide, with team leaders trained in assessment results debriefing sessions and action planning. Over time, leaders have embraced the process, and it’s now embedded as a critical element of the annual strategic development cycle, ensuring broad and deep reach across the business. Measurability of Outcomes NTT tracks progress annually through the PerformX pulse diagnostic, as well as tracking strategic outcomes such as sales revenue uplift, NPS, and employee engagement. These measures are now part of the reporting suite, enabling holistic measurement and linking culture to strategy and performance. Specifically over the past three years, NTT have increased completion rates of the PerformX survey from 77% to 93% of staff, and has seen significant improvements across all four culture domains in the range of 10 to 17 percentile points. This reflects not only the work being done within teams to define action plans but also a commitment to ensure these plans and initiatives, such as the Consultant to Advisor and GRIT programs, become a reality. The impact of these initiatives is visible through the NTT Data NPS score, which reflects a change in customer excellence and focus, and growth in sales revenue through the ability of the teams to increase client value. Sustained Nature of the Work and Program The focus on culture pulse checks and ongoing assessment is well embedded, with team leaders actively involved in the process. The sustained nature of the programme is evidenced by its integration into annual cycles and continuous improvement efforts. This program stands as a benchmark for enterprise-wide impact. NTT Data Australia didn’t just implement change—it embedded a culture-driven strategy that elevated leadership, capability, and client engagement at scale. With measurable outcomes in revenue growth, NPS, and retention, and a sustained cycle of cultural alignment and capability uplift, this transformation exemplifies how strategic intent can translate into enduring organisational performance. It’s a story of integration, reach, and resilience—hallmarks of true transformation.

DP World is a global leader in logistics and supply chain innovation, operating in 78 countries and facilitating the movement of over 10% of the world’s traded goods. With a workforce of more than 100,000, DP World is renowned for its ambitious approach to digitalisation, sustainability, and talent development, delivering seamless end-to-end solutions for businesses across every major market. The Challenge DP World’s transformation journey began with a bold ambition: to evolve from a traditional port and terminal operator into a fully integrated supply chain solutions provider. This strategic pivot, accelerated by high-profile mergers and acquisitions, brought new capabilities and expanded the organisation’s global footprint. However, rapid growth presented significant challenges: Harmonising leadership standards and unifying diverse, previously siloed teams Embedding a shared leadership philosophy across a multicultural, multilingual workforce Developing leaders capable of navigating disruption, leading change, and driving measurable impact in complex environments. The Work Completed Spring Point partnered with DP World at this critical juncture, co-designing and delivering integrated leadership and capability development programmes. The collaboration focused on three key leadership categories—frontline supervisors, middle managers, and senior managers—reaching approximately 29,200 leaders globally. The work included: Culture Transformation: Co-design and global delivery of “Leading the DP World Way” and “Working the DP World Way” initiatives, uniting DP World’s people under a connected leadership philosophy and enabling critical shifts in mindset, behaviour, and leadership practice. Development Program for High-Potential Leaders: The “DP World GROW” programme, tailored for high-potential leaders in the GCC region, offered premium learning experiences—certifications, workshops, expert speakers, psychologist-led coaching, 360° assessments, and capstone projects—to equip emerging leaders with strategic thinking and innovation skills. Change Capability: “Transforming the DP World Way” was designed as a bespoke change leadership training experience, strengthening leaders’ ability to navigate uncertainty and embed change capability throughout the organisation. The partnership was intentionally designed to connect culture transformation, leadership development, and change capability, ensuring DP World’s strategy was at the core of every initiative. Programmes were deeply integrated, elevating leadership standards, behaviours, and strategic thinking across the business. The collaboration has so far reached over 400 leaders across six continents and has been delivered in three languages (English, Spanish, and likely French), demonstrating the global scale and inclusivity of the programs. The “Leading the DP World Way” programme was scaled globally, supported by the quality of partnership and delivery. Impact has been tracked through rigorous evaluation criteria including: Alignment to strategic pillars during design 360° leadership assessments Project evaluations and learner progress check-ins Benchmarking against globally recognised universities Ongoing coaching sessions  Results consistently exceeded industry benchmarks, with Net Promoter Scores and perceived value ratings well above sector averages. Leaders reported tangible gains in productivity, retention, relationships, and quality, and demonstrated real-world application of learning. The partnership is ongoing, with continuous improvement cycles embedded in the GROW programme and associated leadership initiatives. Feedback, new learning experiences, and certifications are continually incorporated, ensuring lasting impact and sustained engagement. DP World’s transformation was enabled by a deeply integrated, scalable, measurable, and sustained partnership with Spring Point. Together, they built a resilient, agile organisation, cultivating a pipeline of capable leaders and a unified culture ready to lead the future of global logistics.

Note Printing Australia (NPA) is a wholly owned subsidiary of the Reserve Bank of Australia, entrusted with the critical task of producing banknotes and passports for both domestic and international clients. With a workforce of around 300 employees, NPA is renowned for its commitment to excellence and recognises organisational culture as a key enabler of its ongoing success. The Challenge Following a period of record-breaking results, NPA’s CEO proactively sought to ensure that this high level of performance could be sustained. The challenge was not one of crisis, but of opportunity: how could NPA maintain its momentum, embed its cultural strengths, and future-proof its workforce against complacency or stagnation? The organisation wanted to identify and address any emerging risks, particularly those associated with long tenure and the need for ongoing adaptability. Driving Impact Across the Organisation Spring Point was engaged to conduct a holistic culture review, using the PerformX Culture Diagnostic (validated by Deakin University) to assess the current state and identify key cultural priorities. This process involved the entire workforce, with a remarkable 93% response rate, and included deep dives by level, business unit, and demographic factors. From the PerformX diagnostic data, a comprehensive culture Blueprint and action plans were developed, defining key interventions at enterprise, business unit, and team levels, with clear measures and risk planning. These included: Leadership Development: Workshops and group coaching circles were designed to uplift manager capability and embed a clear capability framework, ensuring leaders could drive and sustain change. This was combined with executive-level 360 assessments conducted using the LeaderX assessment tool to further develop coaching for top-tier leaders. Strategic Clarity: Senior leaders participated in workshops to define strategic focus areas and success measures, with tools created to cascade strategy throughout the organisation. Values and Behaviour: The entire workforce was involved in the refresh of organisational values, with a focus on defining and embedding behaviours—especially around respect and accountability—to set clear expectations and support a zero-tolerance stance on bullying. Scale of Reach The programme was truly organisation-wide, with the culture diagnostic and subsequent values activities engaging all employees. Action planning was co-designed with staff and iterated with managers, ensuring buy-in at every level, and communication and engagement frameworks were reviewed and redesigned to reach every corner of the business, from top-down leadership to local teams. Measuring Outcomes Impact was rigorously measured using Within six months, culture priorities saw a 10–15% uplift across all areas, already meeting full-year targets set by the Board. End-of-year results showed continued progress, with action planning cycles embedded as a regular practice. The roadmap included both lead and lag measures, enabling ongoing tracking of progress and outcomes. Sustained Nature of the Work and Programme The approach was designed for longevity: Interventions were prioritised for both immediate impact and long-term behaviour change, with ongoing evaluation and support for leaders. The culture change programme is set to continue through to the end of 2025, with NPA progressing remaining roadmap initiatives and embedding new ways of working. Strategic planning is now an annual process, supporting the business to operationalise its priorities year after year. NPA’s journey demonstrates how a proactive, integrated approach—spanning culture, leadership, capability, and strategy—can drive measurable, organisation-wide impact. By engaging the whole workforce, rigorously measuring outcomes, and committing to sustained change, NPA is well-positioned to maintain its high performance and adapt to future challenges.

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