{"id":2367,"date":"2020-12-14T08:36:02","date_gmt":"2020-12-13T22:36:02","guid":{"rendered":"https:\/\/insight.thomsonreuters.com.au\/business\/?p=2367"},"modified":"2023-05-15T14:20:38","modified_gmt":"2023-05-15T04:20:38","slug":"warning-your-business-culture-will-be-held-accountable-post-covid","status":"publish","type":"post","link":"https:\/\/insight.thomsonreuters.com.au\/business\/posts\/warning-your-business-culture-will-be-held-accountable-post-covid","title":{"rendered":"Warning: your business culture will be held accountable post-COVID"},"content":{"rendered":"\n

One of the lessons companies need to learn from the pandemic is that a bad culture will come back to bite you. The experience of COVID-19 has shown that news of irresponsible business management gets around quickly \u2013 to the detriment of the company\u2019s reputation.<\/h4>\n\n\n\n

\u201cSome of the decisions that boards and executive leadership have taken during this crisis period will still be assessed in hindsight, and there will be some accountability coming through for decisions that clearly weren\u2019t aligned with stakeholder interests or the long-term interests of investors,\u201d warns Michelle Edkins, Managing Director of Investment Stewardship at Blackrock (USA).<\/p>\n\n\n\n

So the clear focus of boards and management that have got it right during this year\u2019s crisis has been on the people that the company impacts, explains Edkins, in a panel discussion on the ‘Pillars of Modern Governance’ at the Governance Institute\u2019s recent virtual conference.<\/p>\n\n\n\n

The purpose, she explains, has been to \u201cunderstand the changing needs of those constituents and ensure the company is adapting and innovating relatively swiftly to meet those needs and to emphasise the social contract they have, that enables them to maintain their reputation in business\u201d.<\/p>\n\n\n\n

Those companies who have failed in this regard, have found that the options are slim: they either have to change or they lose customers, in the near term or longer term.<\/p>\n\n\n\n

A strong culture is the answer<\/strong><\/h2>\n\n\n\n

The COVID-19 experience has highlighted the divergence between companies that had a clear sense of purpose and a strong culture, and those that don\u2019t. \u201cCompanies that have a clearly articulated purpose really stepped up and they had the backing of the stakeholders that they depend on,\u201d affirms Edkins. Not only have they won the prize of the holy grail of maintaining or enhancing their reputation, but in navigating and surviving the crisis.<\/p>\n\n\n\n

In demonstrating those core values in focusing on their people, the board worked closely with management at Aurecon during the pandemic to focus on the health and safety not only of their own workforce, but of their clients and their stakeholders, according to Chief Executive Officer, Bill Cox.<\/p>\n\n\n\n

Jillian Broadbent AC, in citing her former experience as Non-executive Director of Woolworths, reflected on the impact of the company\u2019s core values in their response to the crisis. \u201cWhen you came to the response, you came back to your core values and reinforced them,\u201d she explained. \u201cYou realise that\u2019s the strength of the organisation, that\u2019s what bonded people.<\/p>\n\n\n\n

\u201cThe bottom line was never mentioned it was all about social responsibility as a critical provider of services in the community.\u201d  <\/p>\n\n\n\n

In her current role of Non-executive Director of Macquarie Group, Broadbent also remarked on the impressive efficiency that has emerged from an empowered workforce, in response to the supportive and cooperative approach taken by both Woolworths and the Macquarie Group.<\/p>\n\n\n\n

The challenge for the future will be all about how you take that new efficiency going forward. Her advice? You have to keep encouraging people to contribute, to keep the avenues of communication open.<\/p>\n\n\n\n

Boards have nowhere to hide<\/strong><\/h2>\n\n\n\n

Central to a strong culture is to demonstrate diversity in your board and management. And woe betide those who don\u2019t, as Cox explains.<\/p>\n\n\n\n

The ongoing challenge and opportunity to diversify boards with the fundamental drive to get diversity of thought and experience right, will only improve the decision-making of boards and avoid some of the challenging situations experienced by boards this year, he said.<\/p>\n\n\n\n

\u201cWith the 24-hour media cycle, boards have nowhere to hide. We\u2019ve seen where boards have tried to tough out a situation but, in the end, they just couldn\u2019t do it, because the media cycle and social media just kept on agitating until the pressure from major investors and shareholders became too intense.<\/p>\n\n\n\n

\u201cFar better to get to a point where you don\u2019t get into those situations in the first place!\u201d<\/p>\n\n\n\n

Resilient decisions from diverse boards<\/strong><\/h2>\n\n\n\n

Edkins sees the value of a diverse board in the quality of the decision-making it brings.<\/p>\n\n\n\n

\u201cThere\u2019s a lot of evidence that shows that diverse groups make more resilient decisions. Therefore the more diverse the group of people in the room, the more diversity of thought, \u201c explains Edkins. Although it may take longer to get to the decision, it\u2019s more likely it will be more lasting.  <\/p>\n\n\n\n

Also as neither the workforce nor the client of today is homogenous it\u2019s important to demonstrate to every person entering the company as an employee that people of diverse characteristics can succeed, explained Edkins.<\/p>\n\n\n\n

\u201cMost companies will say people are their greatest asset \u2013 so you want to attract talented people and retain them, so the expertise that they build within the company benefits the company over time.\u201d<\/p>\n\n\n\n

And the final challenge? To ensure that boards are as effective as possible, says Edkins.<\/p>\n","protected":false},"excerpt":{"rendered":"

One of the lessons companies need to learn from the pandemic is that a bad culture will come back to bite you.<\/p>\n","protected":false},"author":139,"featured_media":2373,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[686,683,658,684],"tags":[1065,1064,733,885,1068,1067],"insight_job_role":[817,710,713,712,711,714],"insight_practice_area":[],"class_list":["entry","author-virginiag","has-excerpt","post-2367","post","type-post","status-publish","format-standard","has-post-thumbnail","category-business-transformation","category-crisis-management","category-leadership-strategy","category-strategy","tag-aurecon","tag-blackrock","tag-covid-19","tag-culture","tag-macquarie-bank","tag-woolworths","insight_job_role-academic","insight_job_role-chief-executive-officer","insight_job_role-chief-financial-officer","insight_job_role-chief-information-officer","insight_job_role-chief-marketing-officer","insight_job_role-chief-operations-officer","hentry"],"acf":[],"yoast_head":"\nWarning: your business culture will be held accountable post-COVID - 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