Culture Audit in Financial Services – Reporting on Behaviour to Conduct Regulators

Chapter - 01: A culture quest for 'better behaviour; Chapter - 02: 'How regulators' 'behavioural approach' went global - with culture its latest focus; Chapter - 03: 'The house is on fire - How regulators own research has pointed to 'culture reset'; Chapter - 04: What's the big idea? (1) - How conduct regulators use behavioural science; Chapter - Interlude One: From poacher to gamekeeper to poacher. to scientist - A supervisor's tale; Chapter - 05: What's the big idea? (2) - Regulators' challenge to firms - framing 'purposeful culture'; Chapter - 06: A 'behaviour-at-risk' agenda emerges - Questioning purpose, lost trust and cultural coercion; Chapter - 07: The new mindset and language of culture - Assessing financial and non-financial conduct; Chapter - 08: Audit basics - How the practice of culture audit differs from conventional auditing; Chapter - 09: The new management reporting information (MI) for culture Part 1 - Getting past the old MI; Chapter - 10: The new reporting Part 2 - Developing the framework - from culture models to better questions and indicators; Chapter - Interlude Two: Case example - Culture rating in a retail bank; Chapter - 11: Interventions and enforcements - How regulators have responded to a 'culture crisis'; Chapter - 12: Intelligence gathering versus surveillance - Tried and failed methods; putting the latest research tools to work; Chapter - Interlude Three: A sector-wide group seeks culture 'tells' - (Observing indications of good and poor conduct); Chapter - 13: Putting respected research tools to work, example 1 - Tools for cultural transformation - Barrett Analytics; Chapter - 14: Putting respected research tools to work, example 2 - Using the CultureScope 'combined analytic' to deliver measurably better culture; Chapter - 15: What regulators really want - Wrap-up and look ahead; Chapter - 16: Glossary; Chapter - 17: Recommended reading;