“Culture” is the focus of significant regulatory attention in the financial services industry. It comes up in the aftermath of governance breakdowns, and is discussed as being at the root of what went wrong. In the light of high-profile conduct failures in the US, the UK and Europe, this reaction and heightened regulatory scrutiny is understandable. But a firm’s attention to culture can be more effective when it isn’t reactive at all.
In a new whitepaper, Management information on culture: Connecting the dots, we aim to refocus the spotlight on culture as a 365-day-a-year business-as-usual factor in a firm’s strategy and overall performance. It is critical to a firm’s long-term success to understand and manage culture.