Financial services entities continue to face serious governance and culture failures, more than a decade after risk culture standards were introduced. The frameworks exist. The reporting exists. Yet prevailing approaches are still failing to provide early warnings or support effective interventions. The reason may be simpler than it appears: most organisations are generating more culture activity without examining how governance, culture, accountability and remuneration interact to produce the outcomes they are trying to prevent.

Culture-related failings continue to make headlines across multiple sectors, despite significant investments in culture-related activities and reporting. Is the culture problem correctly framed for effective Board oversight?