Achieving effective board performance
+44 (0) 20 7764 0721

The Role of the Board in Creating and Leading Culture

Date: Thursday, 6 October 2016 from 09:30AM to 12:30PM
Location: 1, Cornhill, London
Event Code: RBCLC061016
Fee: £345.00 +VAT per person = £414.00 total

Key Benefits

  • 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.  

Your Consultant - Sarah Thwaites

Sarah is a Director of BP&E Global Ltd and consultants with clients on governance issues, culture and board evaluations. She has a broad ranging knowledge and experience having undertaken senior roles in both the commercial, not for profit and regulatory environment in challenging times of change.

She is well known for chairing and speaking at industry conferences as well as for appearances on television and radio. Before joining BP&E Global, Sarah was CEO of the Financial and Legal Skills Partnership. She led a number of key strategic projects for the FSA where she was ultimately responsible for the development of the Financial Services Authority's regulatory approach to Training & Competence.

She is Chairman of the Accreditation Panel for the Society of Later Life Advisers, sits on the ICAEW advisory board and the Financial Planning and Retail Distribution Committee

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.

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

This 2 hour briefing takes a practical approach to this topic and reflects our experience in working with firms to analyse and change their culture. 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. 

Who should attend

Designed specifically for Directors and senior managers who set the tone in their business, want to be up to date with developments on culture and understand more about the practicalities of influencing culture within their business.

The Agenda

1.  Regulators expectations

  • The development of the focus on culture
  • The PRA and FCA approach
  • What you can learn from  enforcement actions
  • How Director’s shape and create a culture

2. Defining your firm’s culture

  • Academic research into culture
  • Options for establishing your firm’s 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 culture

  • 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 

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