Our team of psychologists and behavioural scientists translate culture into something that is observable and logical, using structured, evidence-based methods. Our forte is helping people to recognise shared mindsets and behavioural norms that define their culture, especially those we know either reinforce or detract from effective management of risk: characteristics like openness, challenge, reflection, ownership, long-term focus and discipline.

Influence of Culture

Our approach starts with behavioural norms, and then seeks to understand how these behaviours help or hinder achievement of key metrics (like risk management), and why they are so embedded. If change is necessary, this deeper understanding is critical to develop strategies and actions that will genuinely achieve improvement.

Management of Risk

Our interest in culture is not academic: we study culture to understand its impact on critical business outcomes. We are passionate about the management of risk, and many of the same mindsets and behaviours that drive effective management of risk also drive distinctive performance on a range of other metrics like customer service and innovation.

The System

Culture occurs in groups. We focus on key groups within organisations, and the broader environment that influences them, including regulators, the Director community, professional bodies and advocacy groups. We help various parts of the system understand behavioural norms and culture of frontline teams, as well as culture within and between leadership teams - including the Board, Executive teams, and middle management.

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Cultural challenges? Blame isn’t the answer.

The under-explored topic of cultural risk.

Strong culture: friend or foe

Aligning culture to strategy is only part of the answer.

Bad apples attribution theory: why it’s a problem

The reasons leaders prefer bad apples to corrupting barrels.