Culture and Behaviours : Creating Confidence in your biggest asset

An organisation’s culture is defined by the sum of its behaviours. Trade-offs are often made – for example, what takes priority: profit or customer? Making the right decision at key moments is fundamental to your business.


Culture and behaviours: Creating confidence in your biggest asset

Culture and behaviour risk is all over the news; it affects multiple industries and sectors and the consequences can be severe. Often, boards fail to identify root causes or take tangible action to address systemic behavioural issues.

  • Bad apple or systemic issue?
    When something goes wrong, most organisations seek comfort in pointing the finger at an individual. But it could be a deeper, systemic issue. Identifying root cause of the issue is critical to resolving it and building a more resilient culture.
  • Positive psychology - building a strong culture
    Having a strong culture that is built on strengths, not on rules, enables your organisation to be more agile, issues are escalated and dealt with quickly and potential crises are diffused. A carrot is more enticing than a stick.
  • Listen to the tone from the middle and tail, as well as the top
    Setting the tone from the middle and from the tail can be just as important as from the top. This 'combined' tone can be a powerful force in preventing poor behaviour. If tone is misaligned, it can be a tough message for leadership and easily ignored.
  • Controls vs controlling 
    There is a balance to be struck between organisations being in control, and allowing employees the freedom to make decisions. How can organisations enable or prevent the behaviours they desire?
  • Cultural assessments - providing you comfort and support to maximise the value you can get from your culture.
  • Understanding what good looks like - helping you to define the behaviours your organisation requires.
  • Measuring your behaviours effectively - helping you understand what is happening within your organisation.
  • Benchmarking against your peers.
  • Providing an independent view - avoiding internal politics, and helping when you face external scepticism of your assessments.
  • Providing deep, practical expertise - a specialist team with a deep understanding of organisational psychology.
  • Staying focused - building momentum and engagement in order to stay on track and achieve your objectives.

Find out more about the other gamechangers:

Enterprise Resilience: Boosting your corporate immune system

Leaders need to integrate enterprise risk management with strategy, improve their risk profile, embed good corporate governance, implement stress testing and embed continuous monitoring instead of focusing on cutting costs and aggressively streamlining operations.

Transformation Confidence: Helping you to get closer to your transformation programme

Many leaders lack visibility of their business transformation programmes. Sponsors often feel removed from the detail of a change management programme and need help to feel closer, increasing their confidence and certainty of achieving the desired outcome

Culture and Behaviours : Creating Confidence in your biggest asset

Aligning your culture, behaviours and beliefs is the key to success. If there is a mismatch between the intended, espoused and actual behaviours, the consequences for your organisation can be serious.

Building digital trust: Cyber security - confidence in your digital future

Building digital trust: You need to be aware of your cyber security risks, be able to assess which cyber threats and possible cyber attacks could actually affect your business goals and have the agility to deal with new information security threats as they arise.

Regulatory Response – Redefining the value of regulation

Your regulatory response reflects the level of control you have in your business. Regulatory compliance can be turned from a requirement to a source of commercial advantage.

Third party trust : Who’s keeping your promises?

Promises are made between people, not organisations or contracts. Risk assessing contractual obligations, understanding sub-contractor risk and improving governance maturity will help to increase levels of third party trust.