The Bank explained how programme culture “started from the very top” with senior leaders modelling the behaviours they expected from the programme team.49 For example, despite not having a direct operational role, leaders attended weekend dress rehearsals ahead of the new system’s launch, which it felt helped reinforce a shared sense of ownership for the new system. It told us how leaders made efforts to include staff based in different locations; for example, regularly visiting part of the Accenture team based in Newcastle, and convening all-staff town halls and large online planning meetings. The Bank added that it celebrated the achievement of key milestones to sustain morale and reinforce a shared sense of progress.50 44 Q 19 45 Qq 17-21; C&AG’s Report, para 2.5 46 Qq 21, 25-26 and 29 47 Q 25; C&AG’s Report, para 2.15 48 Qq 25 and 29 49 Q 24 50 Qq 24-26 14