Culture

Start with a decision from the leadership and board to have a child safety culture. Get their input from children and parents in your organisation. Continually review your culture and processes…

Companies and boards that are not planning to assess and manage culture are, in the words of Commissioner Hayne, ‘foolish and ignorant’. Many companies think they are measuring culture, but are…

Business can regain public trust by shifting its focus to aligning profit with action to bring about social change and mitigate climate change. UN initiatives such as the UN Global Compact,…

What is the influence of law on culture? Directors and senior executives must put in a serious effort to understand the culture of their organisation. Legislative change to the financial services…

What does culture really mean to the average director and board? When considering joining a new board, you should seek to test any disparity in the cultural lens offered up by the chair and…

Corporate integrity and a focus on good governance have never been more relevant. A strong culture is one that listens and learns. The most important thing is to have integrity-related…

This article sets out key themes which have emerged from the recent APRA Information Paper ‘Self-assessments of governance, accountability and culture’. Potential areas of concern for institutions…

In the wake of the banking royal commission, we must expect more from leaders, including their appetite to hear what they don’t want to know. Boards and senior management need to tune in to the…

The final report calls for deep organisational cultural change which has implications for the board and governance. The final report has put corporate Australia on notice that it would be foolish…

The various royal commissions and inquiries clearly show that boards need to address the problem of culture and its primary and idiosyncratic effects on quality standards within organisations. The…

The central objective in the final report is to examine what can be done to avoid the misconduct in the financial sectors being repeated. The banking royal commission final report recommendations…

Reward programs reveal a lot about the culture of an organisation. Successful reward programs should encourage desirable behaviour and clearly signal behaviour that is undesirable. Place priority…

Boards that set a high tone for both character and performance engender more trusted and higher performing organisations. Ensure appropriate consequence management and that incentives schemes don't…

In achieving financially sustainable results, boards and senior leaders must ensure the means are both ethical and prudent. Creating a desirable workplace culture takes both a ‘top-down’ and…

Reputation damage represents a powerful threat to company value and trust, which means boards now expect corporate affairs leaders to proactively identify reputation risks.  Using a proven…

The interim report documented many shocking case studies on bad advice provided by banks. The reasons for the malaise were attributed to lack of competition in banking, conflicted remuneration and…

The impact and the role of culture has featured throughout 2018. The real danger when it comes to risk management is complacency. Climate change and environmental, social and governance have…