Yes, it sounds like lunacy. Or at least, hippie nonsense. But it’s not. A culture audit MAY be just what you need.
Given the importance of culture in embedding sustainability, working out what yours looks like makes a lot of sense.
UBS appears not to have had any, which may be more the problem than one might initially think.
A strong culture, even if massively left or right wing, still has some values.
A culture-less organisation can be almost nihilistic. That’s a recipe for disaster.
BP has had culture issues going back to former CEO John Browne’s acquisitions of Amoco and Arco.
They used to say that Natwest Bank only had a culture of complaining there was no culture, just before it was eaten by the now-disastrous RBS some years ago.
And now this thoughtful piece in the superb New York Times suggests UBS may have suffered the same problem.
ExxonMobil, for all its critics, spills less oil and suffers fewer worker fatalities than comparable super-major oil companies.
Does culture play a role? Very possibly yes.
Looked at pretty much any which way, a culture audit (or whatever you want to call it) increasingly looks like a good idea.
(And we shouldn’t expect employee surveys or meetings where the CEO does a ten minute Q&A with employees to count as that, it goes a lot deeper, and so should the research)