Well, some do.

At Number 1 on the Financial Conduct Authority's recently published list of allegations reported by whistle-blowers was the 'Culture of the organisation'.

The FCA regulates the financial services industry in the UK. Its role is to protect consumers, keep the industry stable, and promote healthy competition.

They collect and publish data on the whistleblowing reports they receive, assessing each case for harm to consumers, to markets, to the UK economy or to wider society. These reports, for example, include allegations involving fitness and propriety, treating customers fairly, or adherence to legislation.

The primary reason whistle-blowers make a report to the FCA is because they previously made an internal complaint which was ignored, and they therefore saw the FCA as the listener of the last resort.

I would think you would have to be disaffected or concerned to get to that point.

The FCA define culture as "the habitual behaviours and mindsets that characterise an organisation". They say that the financial services industry is working collaboratively to transform its culture. Indeed, this has been one of the FCA's key themes in the wake of the last financial crisis.

More generally, company culture may be described as a shared set of workplace beliefs, values, attitudes, standards, purposes and behaviours. It reflects both the written and unwritten rules that people in an organisation follow. Your culture is the sum of all that you and your colleagues think, say, and do as you work together.

Understanding Cultural Disconnect

There may be a disconnect between your company’s cultural aspiration and the reality experienced by your people and customers.

To use an old banking term (and I am an old banker!);

"Do the words and figures differ?"

As Edgar Schein, expert author on organisational culture and leadership, said:

Culture is the responsibility of your leaders and all your people, not your HR or compliance department.

It’s sometimes said that Culture is what you do when nobody is looking.

Some organisations talk about the 'Mum Test':

Failed The Mum Test?

If you are unable to confidently answer 'Yes' to any of the questions asked above, we can help!

ABSTRACT specialise in Cultural Transformation, winning multiple awards with our clients for this. Our compelling content is both interesting and has practical, far-reaching applications.

We embed behavioural change for permanent improvement - all part of our mission "to make the corporate world a fairer and better place!"

Five key ways we can help transform your culture:

1. Create or review your VPVP's - Vision, Purpose, Values & Personality.
   
   
2. Bring these to life and embed them through your people, aligning them to your organisational character.
   
   
3. Improve the capability of your leaders and managers.
   
   
4. Transform their critical thinking, how they form sound judgement and make better decisions.
   
   
5. Improve cultural competence, diversity of thought and respect for others.

All firms are different, something our cultural programmes recognise as they are adapted to meet an organisation's training needs analysis and individual objectives.

If you'd like to discuss this article, or our Programmes, please reach out to myself or anyone from the ABSTRACT team below: