The importance of measuring cultural analysis
Have you ever noticed that following poor business performance such as Deepwater Horizon, Staples and Wells-Fargo for example, that subsequent investigations always reveal that the cultural and behavioural conditions must have existed for the poor performance to emerge and become a reality?
By the time poor performance appears on a
KPI, graph, or any form of traditional big data, it is too late. The impacts can only be managed be they,
damage to brand, business results or compliance failures. As an analogy, it is like driving a car by
looking in the rear-view mirror.
Of course, the same dynamic is happening
all the time, 365 days year in every organisation in every sector across
practically every product or service supplied – an ongoing uncontrolled
But what if we could measure the impact of how people
behave and from this determine the risk to poor performance before it becomes a
But how can we capture what is currently invisible?
This requires a different approach simply because traditionally KPIs and numbers could not be produced from events that have yet to happen, no matter how deeply that lag-data is mined. Understanding what is visible is easy – understanding the invisible is much more difficult but quite straight forward.
What is needed is an approach that puts numbers to the impact or outcome of how people behave, quantifying what is currently invisible to expose the level of risk that behaviour poses to the business. Culture is truly a lead indicator of risk, this time, akin to driving the car by looking through the windscreen!
Click here to read more about have how we achieve this with HPO RS Vista. Its an enhanced audit and assessment method and via a cloud-based platform that measures corporate culture. It uses blockchain technology to audit the crowd to remove value judgments and report data across a range of reporting groups. Therefore making visible what is often invisible so that risks can be managed.
the author: Ian Rosam from HPO Risk Solutions is the
creator of unique intellectual property to measure risk and business culture to
business and compliance management outcomes. A system thinker, author and
facilitator supporting the implementation of ERM and Management systems. Ian
has worked in many different industry sectors.
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