DESIGNING THE AGSA OF THE FUTURE
The Auditor-General of South Africa had a clear vision. One that demanded sharper enforcement, deeper public value, and a culture that could carry the weight of both. To drive this vision, something inside the organisation needed to shift.
THE PERFORMANCE CHALLENGE
CultureShift 2030 set a bold course for the Auditor-General of South Africa: to elevate public-sector accountability through a culture of performance, integrity, and transparency. But to lead that transformation externally, AGSA first needed to align itself internally.
Our diagnostic work revealed an organisation powered by purpose, but constrained by design. The constitutional mandate was clear; the operating rhythm less so. Across teams, strong intent was meeting structural friction – with effort often outpacing coherence.
An operating model built for compliance now needed to enable collaboration – one that balanced the AG’s strategic mandate with the operational engine led by the Deputy AG. The brief was clear: create an environment where excellence is sustainable, strategy is actionable, and people move in rhythm.
WHAT WE BUILT
TPA was brought in to rewire AGSA’s internal architecture for coherence and performance – to build the Auditor of the Future, from the inside out.
We began with people, by reimagining the People Function – not just in structure, but in spirit. A long-term people strategy was crafted to grow leadership from within, foster talent fluidity, and shape a culture that could earn public trust.
An HR Operating Model was developed through deep listening, co-sensing, and shared design. HR stepped forward as a strategic activator – connecting purpose, capability, and lived experience.
Next came finance. We clarified purpose, repurposed teams, embedded business partners, and established a Resource Management Unit – aligning workforce decisions to strategic impact, not just compliance.
Then we built the Strategic Projects Office, positioning it not as an engine room, but rather a pulse point for execution: A single governance model, a unified rhythm, and a shared language for value delivery. This brought flow instead of control.
Even the AG’s own office was reimagined, as a platform for influence and insight.
Across People, Finance, Strategic Projects, and the AG’s office, the redesign was never about structure for its own sake. It was about building the capacity to lead, rather than respond to, change.
WHAT CHANGED?
AGSA’s internal operating model began to reflect the values it expected of others – clarity, coherence, integrity, and delivery. Teams became more connected, roles more purposeful, and leaders more aligned in thought and action.
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The People Function emerged as a driver of performance and culture.
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Finance found its voice in the language of strategy.
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Strategic Projects moved from intent to execution with discipline and rhythm.
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And the Office of the AG began to lead with sharper visibility, influence, and trust.
Most importantly, the organisation started showing up not only as an enforcer of public sector performance – but as a model of what it looks like to perform with purpose, from within.
Because the future of auditing won’t be built by structure alone. It will be built by institutions willing to hold themselves to the same standard they ask of others.
LET'S TALK ORGANISATIONAL DESIGN
Talk to us if you’re ready to move beyond structure charts and build an operating model that connects purpose, people, and performance, designed for real impact.
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