Roger opts to work with only a small number of trusted organisations each year, so you'll have each other’s full attention to maximise results.
Manage with greater confidence
Roger gives leaders practical guidance to improve staff engagement, understand positive risk-taking and make better decisions. Expect:
Measurable improvement within six weeks
Long-term, sustainable solutions
No costly, onward subscriptions
See how your organisation can build value through 'culture-aware working'
Roger's culture work transforms engagement among an organisation's people, helping to avoid upsets. Many firms have used his behavioural lens to predict and prevent disruption.
Why are so many risk controls designed with so little thought for the people who have to work with them?
How could your firm instantly improve its own control designs?
Behind all the politics and the speech-making –
What do regulators *really* want firms to do?
Look again – through the Behavioural Lens
'Acceptable behaviour' (expected Conduct) is a moving target – we need to get smart to keep ahead of it
SEEN AS FAIR?
• Who bears each risk, who gets each benefit?
• What are the (public / political / competitor) resentments around 'unfair' practices? (are burdens and benefits equitably shared?)
FAIR
AGENCY
PRIVILEGE
LOAD
PHYSICAL
COGNITIVE
INCREASED ACTIVITY?
Is more business volume / presence overloading anyone, straining a dependency?
NEW
FORCED
CHANGE
SCRUTINY
INCREASED ACTIVITY?
Is more business volume / presence overloading anyone, straining a dependency?
TOO MUCH NOVELTY?
• What new types of activity are we rolling out? (markets, tech., delivery systems)
• Are there new (external) analytics that show us up?
DREAD
SAFETY
EXISTENTIAL
ANXIETY-MAKING?
• What do we do that alarms people? (and us?)
• Anything that’s… uncontrollable, game-changing, cutting support systems, confounds models or predictions, slow-burn, catastrophic?
CONTINUE TO TOLERATE?
• How 'ok' are others with the ways we do things? (public, regulator, ratings…)
• How might changing attitudes restrict our freedom to do business? ('licence to operate')
SOCIAL
PROOF
LEGITIMACY
Explore 'What Really Happens?'
What your systems say is happening
What's actually happening
We consistently overestimate our own skill in framing a problem
and our / others’ resolve to engage with it.
We mis-predict how people will respond by assuming they’re rational (not admitting to our / their biases) and not foreseeing ‘gaming’ responses.
How to manage better...?
Stimulating
Thought-provoking
Privilege to listen
Enlightening
Truly insightful
highly relevant
fruitful discussion
Informative Colloquium
Wow!
Inspiring conversation
immense knowledge
insightful
Great engagement
Fascinating topic
Feedback from attendees, Good Governance Academy, 2023
Listen to Roger’s conversation with Rachael Johnson for ACCA Insights
ACCA Insights Risk Culture: Comprehending the risks of AI
The latest episode in a series looking at what risk culture means and to what extent we understand its impact on organisations and the behaviours of the people within them. Dr Roger Miles, talks about the cognitive shifts caused by AI, how accountants play an important role in ‘foraging for the truth’, and why we need to dig deep beyond our limitations of knowledge if we are to make the most of the disruption.
Interviewed by Rachael Johnson, Head of Research at ACCA, and a longstanding ‘friend of the project’ in Conduct and Culture studies.