We help organisations understand and strengthen the relationship between culture and desired outcomes.
Culture drives value creation and protection. Without effective culture oversight, value can swiftly be destroyed.
Effective oversight requires constant realignment of specific culture attributes in support of evolving regulatory and operational contexts, strategic goals, transformational change, leadership renewal, and shifts in risk-taking appetite or capacity.
Streamlining overlapping culture-related activities across HR/P&C, Risk, and Internal Audit functions can improve governance oversight, better align actions with centres of expertise, and free up duplicated time spent on surveys, focus groups, and reporting.
Clients in regulated or licensed sectors rely on us to help them identify the cultural root causes of undesirable outcomes and guide the necessary actions to restore stakeholder trust.
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“When something has been done the same way for a long time, it often becomes a goal in itself.
People stop questioning its purpose, utility, or effectiveness.”
BEYOND BEHAVIOUR
The saying ‘culture eats strategy for breakfast’, often attributed to Peter Drucker, was echoed by Edgar Schein in 1985: ‘culture determines and limits strategy’. While these pioneers of management theory and organisational psychology approached culture from distinct perspectives, they both advocated for an integrated approach to culture, strategic change, and leadership.
They believed these elements are deeply interconnected and influence each other within an organisation, this idea of interconnectedness extends to the (relatively newer) concepts of risk-taking appetite and capacity.
The importance of cultivating the ‘right’ culture is becoming more prominent across all industries, particularly against a backdrop of serious incidents that stem from deeply-entrenched culture attributes.
Organisational culture is multifaceted, learned, and constantly evolving – which over time can mean specific aspects of culture become misaligned with changing context, strategies/leaders/priorities, and risk-taking capacity. Misalignment can lead to an inability to deliver on strategic intents or result in commercial, stakeholder, and reputational harm.
Organisational responses to serious incidents typically reflect the prevailing cultures that resulted in those outcomes. In many instances, responses unnecessarily add bureaucracy that incubates degrees of risk aversion, amplifying residual strategic risk.
Our philosophy is uniquely defined to evaluate organisational culture through the lenses of desired or undesired outcomes. We isolate and address problematic root cause, and identify cultural accelerators to help execute strategy faster with less risk.