Following the Royal Commission into Misconduct in the Banking,
Superannuation and Financial Services Industry and other recent
regulatory activity, the corporate landscape in Australia has
forever changed. The spotlight is on governance and culture, and
the responsibility for monitoring and challenging these has been
placed firmly on the shoulders of boards and senior management.
Little mistakes and small levels of misconduct as part of
“doing business” are no longer acceptable and, just
like the proverbial bad apple in the barrel, if left unchallenged,
can insidiously taint corporate culture and behaviours.
But culture and governance are hard to measure. All you can
really observe are indicators of culture and compliance –
behaviours and breaches. And these indicators are often buried deep
within an organisation – the internal email exchange between
sales staff which reveals the blind pursuit of a month end sales
target at the expense of client needs, or the
