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"It is one of the integral components in developing a high-performance cultural operating system within any organisation. It is when considering the impact of a culture of accountability on organisational performance that we come to realise the critical importance of developing this element."
Vermaak reiterated that a ship is guided by those who steer it, and in business it is the leadership team that not only steers the organisation, but also determines the culture. A culture of accountability in an organisation is developed when leaders are able to influence profound and sustainable positive behavioural change.
"Either you will manage your culture or it will manage you," said Vermaak. "Inevitably, it is the culture of the organisation that will produce the results in the long term and it is the leadership's responsibility to create and foster the desired culture."
To create a culture of accountability, Vermaak referenced four attributes that should be present, as defined by best-selling authors Roger Connors and Tom Smith in their book Change the Culture, Change the Game:
Following research in which 25,000 individuals were interviewed and observed, it was determined that the most successful companies are those in which people speak up openly, honestly and respectfully when a problem arises. "This can only occur if there is a performance management system that enables everyone to hold everyone accountable," said Vermaak.
When creating a culture of accountability Vermaak proposes that the following principles are applied: