Embedding Responsible Management Through Structural and Cultural Change

The Monash Business School has many strong examples of positive impact, within the School and beyond. However, these often existed as isolated islands – effective instances of partnered impact, but not yet part of an embedded, systematic approach. To address this, the School began integrating ethics, sustainability, and societal impact into its strategy, reporting, accreditation processes, and recognition frameworks. While this supported formal embedding, it also highlighted the need to strengthen a shared culture of positive impact.

Over the past three years, the School has focused on coordinated structural and cultural initiatives. This began with the appointment of School-wide sustainability ambassadors who led a 2024 workshop involving executive representatives from every department. This built shared understanding and strengthened capabilities to identify, document, and showcase impact. A governance model was established with departmental representatives and a student advisory panel, enabling ongoing cross-departmental communication and embedding impact into everyday operations rather than a stand-alone initiative.

To reinforce this shift, departments developed and shared examples of impact across teaching, research, and engagement through internal reports, e-posters, and online profiles, increasing visibility and recognition. In 2025, the School extended its influence externally by hosting a forum for Australian and New Zealand business schools, promoting broader adoption of embedded impact practices.

Together, these actions reflect a comprehensive cultural transformation—linking governance, recognition, and external engagement—to embed responsible management across the School.

“Through embedding responsible management across the school our work has fostered a shared sense of purpose, inspired deeper engagement and strengthened our culture of responsibility.” Professor Carla Wilkin, Monash Business School