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One of the most significant changes made to the ADF in recent times was about who could work, not how they did so.
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This article is a fantastic exploration of organisational culture, including how culture often gets blamed and how large scale reform programs offer a visible (marketable), but largely superficial response.
The article explores the opportunity for smaller and more localised interventions. I particularly enjoyed the exploration of :
network analysis and structural aspects of culture (buildings/infrastructure, policies, procedures) that support underlying power structures. These highlight the importance of social and structural levers for evolving culture, in addition to the Individual Transformation lever, which includes values, behaviours and competencies and is often the soul focus..