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Energising AUSTRAC’s contribution and working with a new CEO

Energising AUSTRAC’s contribution and working with a new CEO

Financial intelligence is vital for Australia’s law enforcement and the national security community; it helps understand currency flow and identify organised criminals and terrorists by their money trails. AUSTRAC is Australia’s anti-money laundering and counter-terrorism financing agency; their role is to make it difficult for criminals to move money around undetected, and provide financial intelligence to law enforcement and national security partners.
Strategy and policy design, Strategic navigation
Project Team
Bill Bannear's profile'
Energising AUSTRAC’s contribution and working with a new CEO

In 2015, AUSTRAC hired a new CEO, Mr Paul Jevtovic APM. He invited ThinkPlace to help guide the organisation in a new direction toward an ideal that featured a cross-disciplinary, vibrant work culture. To execute his vision, he needed to engage his senior executive and the whole staff body.

We started with an immersive two-day ThinkCamp with the senior leaders. Through a process of foresight, scenario planning and system mapping, the leadership reshaped the future of AUSTRAC, supported by key industry and government stakeholders, who were engaged early in the process to help refine the strategy. The team developed a prospect that gave AUSTRAC a powerful sense of direction, titled, ‘A financial system free from criminal abuse’.

Over the following months, ThinkPlace worked intimately within all areas of AUSTRAC to co-design the strategy, a more detailed corporate plan, and a set of outcome-based performance measures reflected from the program, including the recently introduced Regulator Performance Framework indicators.

We encouraged AUSTRAC to review their change management strategy and arranged a second ThinkCamp; featuring the CEO, both deputies, and a cross-section of staff selected for optimal diversity. Over two days of intensive communication and development, the leadership worked with the staff to explain the new direction, what they would need to embrace it, and help the faculties to articulate the shift in their own structure. This became the basis for the change management strategy.

The results were impressive; AUSTRAC embarked on a new strategic direction that repositioned their relationships with industry and government stakeholders. A new performance measurement framework aligned staff and team performance with AUSTRAC’s strategic objectives, and staff were prepared for a new culture of flexible, multi-disciplinary collaboration within AUSTRAC and its partners.


“How can we give our staff the ability to turn strategy into real change for themselves?”