Changing the Culture
recent master stroke by the federal government at an attempt to change the culture of fraud and graft is through last December. The policy’s objective corruption and recover public funds that can be the media since this policy was implemented. Whistle blowing occurs when an employee or has come to their attention through work. The disclosure may be about the alleged wrongful Whistle blowing is therefore ‘making a disclosure in the public interest’. The federal government 5 percent and 25 percent of the total amount recovered.
many cases where punishment for whistle blowing a wrongly terminated civil servant working for Osinbajo.
should be included in the ongoing culture change programme.
assimilate it and adjust your behaviour to it. The Every community and organisation has it.
Embedding a new and critical management discipline like enterprise risk management means you are looking to change the culture. The main about managing the conduct of the people within
they do things for each other because they want will be a communal approach and acceptance of within the boundaries set by the risk appetite.
Developing a risk culture needs to take cognizance of the art of managing change and
Businesses must go beyond how a product is sold to whether it meets the customer’s needs service. They should try to identify products and sales practices that could come under the spotlight in the future. We would call this managing the conduct risk throughout the product lifecycle.
have had on the reputation of the entire banking industry will reveal that the conduct agenda extends far beyond simply ensuring that banks are transparent around the products that they sell.
In order to protect the long term interest of an overt strategy in the enterprise risk management programme to encourage openness and frank whistle blowing with guarantees of protection for the messenger as part of the risk culture.
Ten things that need to take place in order
cultural surveys both formal and informal to establish how comfortable people feel when taking managed risk.
as an online questionnaire.
3. Establish clear managed risk taking boundaries unit and team to be given clear boundaries that they then translate into boundaries for individuals
4. Behave appropriately if people fail when This should be implemented slowly tackling the from the top.
one required when managing the status quo.
6. Understand the conduct risk inherent in the you manage it and articulate the behaviours that are appropriate for ensuring that the conducts within the organisation are suitable for the lifetime of the product.
7. Demonstrate that you make ‘good’ rather driven on [quarterly] returns to your stakehold management programme to ensure that you do expense of long term sustainability.
must be found and punished. Just like a rotten in others and so the whole basket of mangoes will spoil.
known as “the elephant in the room”. This is often the thing that stops risk management from being visible and dealt with.
10. Encourage a risk culture that encourages openness and supports people to speak out in culture changes like the implementation of a whistle blowing policy as part of your ongoing culture shift project.
it is there and it is all pervasive and dominant. achieved and it can be measured and the results is that it can save the business!