The transparent board and management leadership governance can create corporate value. We review a structured methodology for a productive corporate culture with a thoughtfully and intentionally crafted culture as the foundation that underpins everything we do.

The key drivers of long-term corporate success with solid company risk culture are when the organization holds the upper hand to promote employee engagement, better retention, and higher productivity rates.

Cultural vibes, corporate values, or office decor
All organizations have a good or bad culture. Unfortunately, some harmful cultural components do not identify core corporate values, gossip, hostility, tardy or absent employee attitudes and contests. One of the primary reasons is that the HR department is not hiring for culture fit. The result is intangible or fluffy cultural vibes and corporate values, while the focus is on office decor.

Therefore, the corporate risk culture can either be one of your greatest strengths or the most harmful weakness. The secret is to be vigilant against the signs of bad company culture and work on how to improve them. Go through this checklist to take steps to change your company culture.

  • What is the impression of the board and senior management on culture and leadership?
  • Do your board and senior management reflect and champion the established corporate values?
  • Did you have a mentor option for new employees to help understand and develop the corporate culture?
  • How would you describe the current corporate management style, and how is the communication with all employees?
  • What board meeting stands out as one of the poorest you’ve attended?
  • How are the gender, inclusion and diversity policies helping the departments?
  • How can the company and CxO improve cross-cultural management and promote inclusion, ethnicity, equality etc.?
  • How to confront the stereotypical gender perceptions to promote corporate governance for performance growth and corporate culture What do you think is the ideal board composition?
  • Is any incremental value gained by combining the cultural issues of inclusion, gender, equality, and ethnicity?

Articulate the development of a risk culture
Based on the results of the above questions and observations from the discussions and conversations, the aggregate conclusion could address some new action points like:

  • What best practices could be implemented to reflect that the decisions can live up to the corporate culture development that management would like to articulate to the leaders and staff.
  • What components of attitudes, values, goals, and practices will yield decisions that lead the company to fulfil its mission and potential?

These and many more questions will be answered at the Global Risk Management Day on the 10th of March 2022. Ten global Risk experts will guide and answer cultural risks with conversations with insights, cases, and anecdotes.
When: 10th of March 2022. 9:30 AM CET
Topic: Business Risks in General and Sustainability Risks in Particular