HOW DO WE KNOW WE’VE CHANGED? ASSESSING AND MONITORING CULTURE AND CHANGE
At a speech in September 2017, Jonathan Davidson, Director of Supervision at the UK PRA, made the point that ‘culture may not be measurable, but it is manageable’. There are ‘hard’ data, which are definable, measurable, open to inspection and even controllable, but it’s like an iceberg – a lot is underneath the surface, the ‘soft’ or qualitative data. Maybe it’s the difference between measurement and assessment.
If we’re doing a cultural programme, we need regular data to understand both the firm’s culture and its direction of travel. It’s not a one-off. It should become part of the firm’s DNA. So when there’s a merger, or a change in the business, or most important, a ...
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