Volunteering for a charity can be a rewarding and engaging experience.
Articles and features
Capitalism in its current form, it is dangerous and out of control, not just unsustainable.
New legislation and the UK Corporate Governance Code are forcing companies to consider a much wider agenda in the upcoming AGM season.
Short-term changes at the top do not result in long-term or sustained success.
Guidance and reports
This thought leadership report delves into the ethics of new technology.
The latest ICAEW Connect and Reflect report shows how whistleblowing can help companies and provides an action plan for boards. We explore the five benefits of whistleblowing for companies and then outline the five-point action plan that boards can implement in order to maintain their systems of checks and balances.
Following the 2008 global financial crisis, the financial services industry has come under intense scrutiny. Firms need to boost trust, create socially responsible products and prevent future financial crises. In its latest publication, Culture and purpose in financial services, the Financial Services Faculty recommends actions that the industry, boards and ICAEW Chartered Accountants should be taking
Webinars and other recordings
Sophie Black, Partner at Mercer and John Davies, Associate Director at EY share their views on the value and importance of culture in an organisation. Both speakers share details of their research into organisational culture and how culture can be measured.
Ian Foxley, whistleblower and Dino Bossi, Addveritas share their views on the benefits of whistleblowing and the system that should be in place to support people.
Jennifer Janson, Six Degrees and Jamie Harley, PwC discuss the potential impact of social media on reputation, how best to manage this risk and use social media to the benefit of the organisation.
Podcast: Hear some insights from a range of different perspectives on this important subject. Learn about the importance of being trustworthy, worker representation at the John Lewis Partnership, the role of the media and the rebuilding of trust by the banks since 2008.
This book takes the form of a 13-point practical manifesto arguing that the fast-changing financial services world urgently needs to rethink the whole of its approach to marketing. The thirteen chapters look at the key components of the new approach.
Chapter 9 looks at the board and good governance, which includes the work of the nomination committee. Board diversity, corporate culture, succession planning and recruitment to the board, director induction and development and board evaluation are all covered.
Chapter 10 discusses risk management and business objectives, risk management and organisational culture, the boards responsibility for internal control and risk management, the audit/risk committee and the internal audit function.
A collection of stories about how inadequate governance and flawed culture caused a massive destruction of shareholder value.
Guide to marketing from a US perspective.
Target setting from a US perspective.
Restructuring organisations in further and higher education.
An introduction to the theories behind cross-cultural management.
The article offers information on association between culture and technology which leads to board governance issue . Information on challenges in board's responsibility to gain deeper insights into culture and the impact that technology is discussed.
The article offers information on the role of the member of boards to managing company' culture in a dynamic environment. It mentions the ways to effectively oversee the company's culture including seek feedback and measure what actually matters, to know the impact of digital transformations and to pay attention to the evolving work environment.
Article looks at the board specific culture assessment tool developed by Gallup - a culture audit dashboard—Gallup's Culture Asset Index. Culture is assessed in simple questions.
Article looks at the boards responsibility for organisational culture and agrees that culture should be a boardroom priority but argues that boards should understand their limitations and avoid obvious pitfalls.
11 page paper from EY that looks into the role of boards and committees in governing culture. Separate sections look at the Nomination Committee, Remuneration Committee and Audit Committee and give questions on culture for each committees' reflection, as well as the board itself.
Grant Thornton's review of the annual reports of 297 of the UK’s FTSE 350 companies with years ending between April 2017 and April 2018. The section on culture looks at board leadership and company purpose, 'the Tone from the top' and measuring culture . A toolkit for culture reporting is included.
The guide highlights the difference between the role of the board and the role of the executive team in leading and managing culture, looks at questions that boards might ask of themselves and of their executive and offers a ‘roadmap’ to help boards assess their approach is to governing culture.
This report, part of the FRC's Culture Coalition project, considers the implications for boards and top management s in their approach to stakeholders and how boards set the tone with regard to values.
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