In a complex, fast-changing world, regulators are being pulled in many directions. But as our latest webinar panel explored, getting back to basics is not about doing less – it’s about doing what matters most, with discipline and clarity.
In times of uncertainty and change, it’s common to hear calls for a return to basics. But when it comes to regulation – a field already defined by complexity, nuance, and competing demands – what does “back to basics” actually mean?
That’s the question we explored in our recent webinar, Back to Basics in Regulation, featuring insights from three seasoned experts:
In a wide-ranging conversation I moderated, the panel unpacked the meaning of regulatory fundamentals, shared real-world examples of mission drift, and offered practical strategies for staying grounded in what really matters.
If you missed the live session, the full webinar recording is now available on-demand.
In the meantime, here are some key themes and takeaways from the discussion.
One of the central ideas in the conversation was “mission drift” – the slow, often imperceptible shift away from a regulator’s legislative mandate or core purpose. As Kelly Hansen White put it, “It’s a very slow incremental drift – you almost don’t notice it until you do.”
It’s not that regulators are negligent or indifferent. On the contrary, most are highly committed and care deeply about the communities and outcomes they serve. The problem is that this passion can sometimes lead them to take on more than they’re mandated or resourced to do – especially when other parts of the system aren’t stepping in.
“There’s always pressure to do more,” said Travis Cunningham. “And often, the loudest stakeholder in the room can pull a regulator into a niche issue, even if it’s outside their core remit.”
Alex McMinn added that in complex systems, well-meaning people often create more complexity by trying to solve one layer of the problem at a time. “Before you know it,” he said, “you’ve drifted away from your core purpose – even though everything you’ve done made sense at the time.”
Each panellist had their own way of defining it, but several consistent themes emerged:
1. Clarity of purpose
Everything begins with the legislative mandate. Regulators should regularly return to the laws and frameworks that define their role – not just as a compliance exercise, but as a compass.
“Your true north is in your legislation,” said Kelly. “It’s incredible how often we can return to it and find fresh guidance.”
2. Understanding your place in the system
No regulator operates in a vacuum. Knowing where your agency fits – and what other agencies are doing – is essential to avoiding duplication, confusion, or overreach. As Alex put it, “We’re part of a whole ecosystem. And that system only works when everyone knows their role.”
3. Discipline and focus
Doing less isn’t always possible. But doing what matters most – and resisting the temptation to take on every issue – requires organisational discipline. “You have to get good at saying no,” said Kelly. “Not because the issue isn’t important, but because it’s not your role to fix everything.”
4. Regulatory craft
All three panellists emphasised the importance of developing and maintaining core skills – not just technical expertise, but judgment, discretion, and practical experience. “Regulation is a craft,” said Alex. “It’s about knowing the tools, applying them proportionately, and keeping people – not just systems – at the centre.”
The panel didn’t just diagnose the problem – they offered tangible steps regulators can take today to stay grounded in their core mission:
Revisit your legislation
Set aside time – even 15 minutes a week – to re-read your core legislation. Share insights with your team. Find ways to distil its purpose into plain language, and repeat that message consistently.
Create space for reflection
Leaders should carve out time for their teams to step back from day-to-day demands and ask hard questions: Are we doing what we’re meant to do? What’s changed in our environment? Are we clear on our role – and our limits?
Map your regulatory system (within reason)
Understanding your regulatory neighbours and overlapping jurisdictions can help avoid duplication or drift. As Alex noted, even a rough sketch of your ecosystem can build clarity.
Build bottom-up and top-down capability
Training frontline staff is essential, but so is equipping senior leaders with the tools and frameworks they need to make system-level decisions. Alex shared how the Ministry for Regulation’s free online modules are helping standardise regulatory craft across New Zealand – a great example of this principle in action.
Focus on communication — internally and externally
Be relentless in reinforcing your role and purpose. “It’s like policing,” Kelly said. “We don’t expect the police to prevent all crime – we understand their role in response and enforcement. Regulators need to help the public understand what they can do – and what they can’t.”
The conversation also touched on the rise of digital tools, AI, and modernisation. Everyone agreed that innovation is important – but it should never replace good regulatory practice.
“Don’t automate confusion – digitise clarity,” said Alex. “Use technology to support good decisions, not to bypass human judgment.”
Kelly echoed this sentiment, noting that the real promise of AI is in freeing up humans to focus on what only humans can do: interpret, evaluate, and make reasoned decisions.
In a world full of shiny new tools, it can be tempting to treat the fundamentals as old news. But the opposite is true. As the panellists showed, getting the basics right is harder – and more essential – than ever.
“Back to basics isn’t about enforcement vs. education,” said Kelly. “It’s about doing the job of being a regulator well – with clarity, discipline and impact.”
The insights above only scratch the surface of what was shared in the webinar. To hear the full discussion – including powerful examples, audience Q&A, and free resources – you can watch the recording now.
Watch the full webinar: Back to Basics in Regulation (On-demand)
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