Culture has become a headline issue for companies but few seem to pay it more than lip service. How do you turn such an important issue into focused action?
Culture is one of the biggest business buzzwords of our time. A decade since the 2008 financial crisis discredited “shareholder value” as a sole justification of business action, corporations are looking inwards at the values and behaviour that defines them.
The term itself of course is hardly new. “Culture eats strategy for breakfast,” a statement denoting that corporate plans will easily be derailed if they don’t reflect the values and behaviour at a company’s heart, was attributed to consultant Peter Drucker by former Ford chief executive Mark Fields back in 2006.
Twelve years on, however, an enlightened and dynamic corporate
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Chief Andrew Bailey will appear before MPs to answer questions on the work of the Financial Conduct Authority, including a consultation on allowing sovereign-owned companies a premium listing in the UK.