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The role of the Board in Creating and Leading Culture
Date: Thursday 16th April 2015
Time: 10.00am to 12.00 noon
Location: 1, Cornhill, London EC3V 3ND
Event Code: BDRB160415
Fee: £245 per person plus VAT = £294.00
A discount of 10% is available for 3 or more people from the same company. If you have 4 or more people talk to us about an in house event for your Board.
Your Consultant - Sarah Thwaites
Sarah is a Director of BP&E Global Ltd and has a broad ranging knowledge and experience of the Financial Services industry gained from senior roles in both the commercial and regulatory environment in challenging times of change.
Throughout that career she has encountered, and challenged different organisational cultures and developed an in depth understanding of the theory and practice of assessing and changing cultures.
Before joining BP&E Global, Sarah led the Financial and Legal Skill Partnership and as a regulator she undertook a number of key strategic projects for the FSA where she was ultimately responsible for the development of the FSA’s regulatory approach to Training & Competence.
She is Chairman of the Accreditation Panel for the Society of Later Life Advisers, sits on an advisory board for the ICAEW financial Planning and Retail Distribution Committee and is a non executive board member of the Financial Planning Standards Board.
It seems that there is general acceptance that a firm’s culture drives the behaviours of its people at all levels. At the same time there is a considerable degree of mystification as to what the culture of a firm should look like, why and how a change from the status quo could be achieved.
This 2 hour briefing takes a practical approach to this topic. It is designed for Board members to understand how they influence the culture of the business and why it is important to understand what makes their organisation tick. The focus then shifts to changing cultures and the essential role that Directors play in leading that change.
“It is my view that an important part of achieving the right outcomes is having the right culture. This means a culture which needs to be embedded throughout the business, thinks about the consumer and market integrity, and is used to drive long term growth..“ Speech by William Amos, FCA, Director of Wholesale Banking and Investment Management
- Be up to date on the research and data about culture in financial services.
- Consider the powerful influences that drive cultures
- Examine the key areas where Directors set the tone for acceptable behaviour
- Review some examples of business cultures in financial services and how they have impacted the firm’s reputation.
- Explore the risks and rewards of changing culture
- Understand the key steps in changing a culture
- Take away ideas for ways you may wish to make changes in your firm.
1. Defining Culture in Financial Services Firms
- The development of the focus on culture
- Latest research and information from UK and Global commentators
- Options for reviewing and establishing your firms’ culture
- Pro’s and Con’s of those methods
2. The role and influence of the Board
- How Director’s shape and create a culture
- Examples of different attempts to change cultures in financial services firms
- Deliberate and inadvertent influences on behaviours
- Why sub cultures develop and how they promote or block change
3. Changing cultures
- Insights from academia and useful do’s and don’ts
- The challenges of dealing with embedded cultures
- The key role of communication and importance of Directors in role modelling behaviours
- Defining indicators to show progress (or not!)
4. Embedding culture
- Why the firm needs a common language on this subject
- Reporting to stakeholders and regulators
- The importance of using examples
- Conclusions and moving forward
To Book this event please call or email Jenny Spur on 0207 764 0721, firstname.lastname@example.org or download the booking form.
BP&E Global - Because Board Performance Matters