Modern safety management practice is a robust and generally effective discipline. Most modern accidents in complex systems are due to poor safety culture undermining a robust safety management approach. This paper examines the challenge of improving safety culture in the design, development and operation of complex systems. Based upon the authors’ experience in defence, aerospace, transportation, information services and healthcare, this paper describes 18 mental models that can undermine the organisations safety management system. The paper describes 5 underpinning factors that lead to these incorrect mental models. It also describes an approach to persuading key decision makers to adopt a safer approach.

This paper describes 12 leadership principles to follow when building an Systems Engineering (SE) Capability. Successful Systems Engineering leadership requires the fusion of systems engineering and leadership. Based upon the authors' experience in Defence, Rail, Information Services, Healthcare, Medical Devices, Power and Manufacturing, this paper describes practical approaches to: Make and sustain the case for SE. Ensure that SE contributes to the business and that it is supported by key stakeholders. Establish the right culture and provide a supportive environment within which systems engineers can deliver. Select the right approach to deliver SE, decide whether to invest in an in‐house capability and decide how to deploy systems engineers Align the SE processes to the wider business. Grow an effective SE team. Select the right people, balance of technical and interpersonal competencies and grow the team as the business need grows. Select appropriate methods and tools.