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what happens within the culture of an organisation when failure is not an option?

10 April 2018

Culture and leadership are inseparable and it is critical to an organisation’s ongoing success to have leaders with strong ethics and high integrity, who clearly communicate and demonstrate a cohesive and consistent message. Even then, embedding and nurturing a positive and sustainable 'culture' is an ongoing challenge, especially within large organisations, whose federal, devolved structures often encourage an array of differing cultures, and misaligned incentives.

There is much to be observed from the financial services industry – an industry that prizes people of high energy, motivation and ambition, but with often deficient management characteristics or training, who can become emotionally attached to their work and are prepared to take bigger risks, given incentive, opportunity, and rationalisation.

We recently assembled a panel of experts to explore how the values and behaviours of an organisation and its people are dictated by business models and market forces, and the influence that individuals and groups have, from the top down and bottom up. Our discussion starts with Kweku Adoboli recounting his experiences during the 2011 UBS Swiss bank scandal, now a Harvard Business School case study, and moves to the various lessons learned and the potential solutions for minimising the risk of wrongdoing, without restricting an organisation’s ability to adapt to change and respond quickly to customer needs. We hope that you are as fascinated as us by a discussion about what is a fundamental challenge to global business.

Nature or nurture? Watch the video to hear first-hand accounts of how the cultural pressures within an organisation can blur the line between a high performer, and someone who is capable of wrongdoing.

Listen to the full discussion and catch up with extra podcast interviews on SoundCloud. Read Chris Roebuck's case study on driving transformation and organisational high performance through inspiring people.

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Legal updates

Public matters - August 2019

This month includes third country bidders and goods in the EU procurement market, framework agreements, conservation newsletter, first ICO fines under GDPR and the government's MSA review response.

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Legal updates

Frameworks - still fit for purpose?

Frameworks feel like an institutional part of public procurement in the UK and in Europe. Last year Browne Jacobson undertook some market research with the CBI to look at public procurement from the private sector perspective.

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Guides

An introduction to EMI share options

Share options granted under the Enterprise Management Incentive Scheme (usually referred to as EMI options) are a popular choice for SME and start-up companies who want to reward and incentivise employees in alternative ways to simply paying them more amounts of cash.

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Guides

An introduction to EIS and SEIS tax efficient investing

Where a start-up or SME company is looking for external investment, and one or more individuals are looking for investment opportunities which can provide significant tax advantages, it is well worth considering the Enterprise Investment Scheme (“EIS”) or the Seed Enterprise Investment Scheme (“SEIS”).

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The opinions expressed on this video are provided for the purposes of general interest and information and should not be relied upon. They contain only summaries of aspects of the subject matter at the time of publishing and do not provide comprehensive statements of the law. They do not constitute legal advice and do not provide a substitute for it. So why not talk to us and seek advice that's tailored to you? You can look up one of our experts on this website or call on 0370 270 6000.

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