This strategic summary outlines how the Systems Thinking Capability-Building Strategy was developed and how it will be implemented in partnership across Australia’s chronic disease prevention system.

Drawing on insights from a national participatory systems mapping workshop, the brief explains why systems thinking capability cannot be built through training alone. Instead, capability emerges from the interaction of leadership, organisational culture, partnerships, advocacy, data and resourcing across the prevention system.

The paper describes six interconnected themes that shape systems thinking capability and sets out a three-year strategy (2025 to 2028) with clear objectives and action areas focused on strengthening workforce capability, embedding systems thinking within organisations, and enabling sector-wide leadership and collaboration.

Key findings

• Systems thinking capability is shaped by interactions across individuals, organisations and the broader prevention system, not training alone.
• Leadership, organisational culture, partnerships and resourcing play a critical role in enabling systems thinking practice.
• Building capability requires coordinated, system-wide action sustained over time.
• The strategy focuses on workforce capability, organisational embedding, and sector-wide leadership and collaboration.