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Greenwashing is the act of distributing false information about something being more environmentally friendly than it actually is.

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Tackling the Cost of Living Crisis

In this video, Max discusses the cost-of-living crisis currently enveloping the UK. He examines its impact on households as well as the overall economy.

CSR and Sustainability in Financial Services

In the first video of this two-part video series, Elisa introduces us to sustainability. She begins by looking at the difference between sustainability and corporate social responsibility, two terms that can be easily confused.

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Banking Essentials - Part I

This pathway will walk us through the basics of banks, starting with some of the different types and their main functions, then starting to look at the regulation faced by the banks, both before and after the Global Financial Crisis.

Greenwashing

Greenwashing is the act of distributing false information about something being more environmentally friendly than it actually is.

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+1,000 expert presented, on-demand video modules

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Engage with our video hotspots and knowledge check-ins

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Gain CPD / CPE credits and professional certification

Managed learning

Build, scale and manage your organisation’s learning

Integrations

Connect Finance Unlocked to your current platform

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Tackling the Cost of Living Crisis

In this video, Max discusses the cost-of-living crisis currently enveloping the UK. He examines its impact on households as well as the overall economy.

CSR and Sustainability in Financial Services

In the first video of this two-part video series, Elisa introduces us to sustainability. She begins by looking at the difference between sustainability and corporate social responsibility, two terms that can be easily confused.

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Culture Change Tools and Techniques I

Culture Change Tools and Techniques I

Roger Noon

25 years: Behavoural science & culture

In the first 4 videos of this series, Roger presented the "Why?" and the "What?" of a culture change capability. In this video, he talks about how we can set the right expectations and how we can diagnose cultural strengths and weaknesses.

In the first 4 videos of this series, Roger presented the "Why?" and the "What?" of a culture change capability. In this video, he talks about how we can set the right expectations and how we can diagnose cultural strengths and weaknesses.

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Culture Change Tools and Techniques I

10 mins 57 secs

Overview

Influencing organisational culture can take the form of many techniques. It is important to set the right expectations and diagnose culture, this can be done through organisational culture charters and frameworks followed by several diagnostic tools. Organisational charters and frameworks can provide an aspirational cultural vision but often ignore the local sub-cultural context. Using their design for engagement can create a relevant output. Onto the diagnostics, surveys can measure employee sentiment, but their shortcomings must be mitigated. Culture deep dives investigate sub-cultures while behavioural analytic tools accurately monitor and predict cultural characteristics, provided they are used ethically as part of a wider culture strategy.

Key learning objectives:

  • Understand the importance of culture charters and frameworks

  • Outline several diagnostics tools to use when assessing culture

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Summary

What is the importance of culture charters and frameworks?

Organisational charters and frameworks provide an aspirational culture vision and they can provide a perspective of ‘what good is’ and their design and adoption can be a useful means of understanding and communicating the link between culture and corporate purpose.

They do however often ignore local sub-cultural context. Using their design for engagement can create a relevant output. Encouraging dialogue makes a big impact on engagement and sub-culture diversity. Leaders should build a picture of what a strong culture looks like together to identify alignment issues and gain valuable knowledge.

What cultural diagnostics tools are there?

Surveys: 

Surveys can provide useful insights into employee sentiment when their unintended consequences are understood and managed, and their shortcomings are mitigated by gathering other contextual information. Results should be quickly available, and immediate action should be taken to demonstrate leaders' seriousness. Pulse tests can supplement annual surveys and generate more immediate, localised feedback. Employees usually want a voice, and credible data interests them. Surveys provide a source of power for change, but if seen as window dressing, employees will lose interest quickly.

Cultural deep-dives:

Culture deep dives investigate sub-cultures and involve triangulation of qualitative and quantitative data to develop a rich picture of the prevailing localised culture and environment. They can draw insight from a range of sources, such as culture-related commentary from risk events, compliance reviews, and one-to-one interview data. Local management must commit to transparent communication and rapid follow-up to address concerns. Deep dive conclusions can only be trusted over a short period of time.

Behavioural analytic tools: 

Behavioural analytic tools use big data techniques and behavioural science insights to identify indicators that correlate with behaviour and attitude, such as collaboration, transparency, psychological safety, innovation, engagement, and productivity. They have the potential to accurately measure and predict cultural characteristics and can be used for effective recruitment, development, and promotion. However, their use must be within clear ethical boundaries as they can be perceived as surveillance. These tools can be deployed to provide confidential feedback and developmental strategies to achieve better cultural awareness and trust in the organisation. Behavioural analytics approaches are expected to be at the centre of future culture change strategies.

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Roger Noon

Roger Noon

Roger is an executive coach and culture change practitioner with a background in engineering and programme management. He has spent the last decade in large multinational banks working out how to understand culture and strengthen behaviours in order to improve conduct, risk management and business performance.

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