"The process is more important than the results. And if you take care of the process, you will get the results." - MS Dhoni

As someone deeply involved in critical testing projects within IT, I’ve experienced that fostering a testing culture requires more than just implementing protocols and frameworks. It demands a thoughtful change management approach that brings everyone along for the journey.

Understanding the challenge

While most would agree that quality is an important foundation of any product or service, quite a few organisations struggle to grasp the necessity of dedicated testing roles and robust quality processes. In some cases, I’ve observed that while structured testing frameworks exist, their implementation across units and sections is often inconsistent. With years of experience in the field of testing it is my strong belief that QA needs to be implemented across the board. Starting with leadership buy-in, overcoming resistance and taking the time to engage with key members of the team, helping them recognise that testing is a fundamental component. Then, and only then are you able to incorporate a consistent culture for test throughout.

Leadership buy-in

A pivotal aspect of driving a testing culture is securing leadership support. Having leaders who are invested in the testing initiative can significantly shift the dynamics. Presenting a clear plan demonstrating the value of a structured approach to quality assurance and its benefits, will help reach that target. While some leaders embrace the idea quickly, others need more convincing to overcome their initial resistance.

One of the goals in a change management approach is to elevate perceptions of test and testing from being a process routine to a strategic role that should ultimately earn Test a seat at the decision-making table. According to PractiTest’s 2025 State of Testing Report, 86% of respondents indicated that QA is considered a decision-maker in release readiness, highlighting the value of having quality specialists being integrated into project planning and execution.

Overcoming resistance

As for any role in IT, a QA/Test manager cannot hope to succeed alone. Previously quoted, 2025 State of Testing Report, highlights that effective communication and collaboration are vital for strengthening testing efforts.

Even with support from leadership, resistance to change is inevitable. Team members may have been in their roles for years and are understandably hesitant to embrace a new methodology. By investing time for constructive collaboration, perspective building and listening to concerns, an environment is created where they feel comfortable expressing their thoughts and questions.

The power of culture

Establishing a testing culture is not about establishing processes; it’s about mindset. A successful tester inherently seeks to challenge the status quo and ask critical questions. This mindset must be cultivated within the team, moving beyond jargons and buzz words to a culture that values quality and continuous improvement. One of the most satisfying moments is when you reach a cultural “tipping point” – that moment when the majority of the team embraces the change and even the biggest resistors decide it’s time to get on board.

Many organisations struggle with a lack of test maturity, often considering test as an afterthought. By changing the narrative, teams can be encouraged to regard QA as a vital component of their work. It’s essential to showcase the competence and processes behind effective quality assurance, illustrating how they contribute to overall success. The 2025 PractiTest report further indicates that 25% of surveyed teams now measure test effectiveness, a rise from 19% in 2024. This indicates a shift towards smarter testing practices that focus on quality over quantity.

Focus on process and patience

Results don’t come overnight. Change is a gradual process that requires patience and perseverance. While it can be tempting to seek immediate outcomes, focusing on long-term goals and the infrastructure needed to support them is far more productive.

Throughout my experience, I remained committed to the idea that if we lay down a strong foundation, the results will follow. Success comes from understanding the process, not just chasing the outcome, meaning that building an inclusive test culture is a journey that involves navigating the complexities of human emotions and experiences.

Conclusion

Driving a successful test culture in any organisation is a formidable challenge, particularly in sectors like banking where the stakes are high. Yet, by adopting a change management approach that prioritises leadership engagement, relationship building, and a focus on culture, we can transform the way testing is perceived and executed.

Ultimately, it’s about creating an environment where quality is valued, and everyone feels empowered to contribute to collective success. Change may be hard, but with the right mindset and commitment, it can lead to significant improvements in the quality of our products and services.