Management information on culture
Connecting the dots
This paper, launched in partnership between Deloitte’s three regulatory strategy centres, sets out eight principles for collecting meaningful management information (MI) on culture that will allow Boards and senior management to understand if their “tone from the top” is reflected in a strong and consistent “echo from the bottom”.
In recent years,
Drawing on Deloitte member firm culture experts from across EMEA, the US and the Asia-Pacific region, as well as our experience of working with clients, this paper seeks to answer the following questions:
- How can firms articulate their target culture?
- What are the principles for collecting meaningful culture management information?
- How can firms put the principles into practice?
- How do regulatory approaches to culture differ across jurisdictions?
The APAC view
Despite the growing focus on culture across the globe, national regulatory expectations and industry responses remain varied, especially within the
We believe the industry response to the regulatory focus on risk culture has thus far been inconsistent and largely insufficient. Australian firms should consider these eight principles to guide their approach, as part of broader attempts to surface any organisational ‘design flaws’ that may be at the heart of poor culture and diagnose the root causes of these weaknesses to substantively redress.
Principles for culture MI
The Deloitte Asia Pacific Centre for Regulatory Strategy
Through regular dialogue with regulators and financial institutions across the region, and in collaboration with Deloitte’s global network, including its existing centres in EMEA and the U.S., the Deloitte Asia Pacific Centre for Regulatory Strategy provides clients with critical insights and advice on managing the aggregate impact of regional and international regulatory policy. Click here for more information on the Centre.