How individuals behave of course has a big and direct impact on any company’s success, while at the heart of the biggest reputational disasters there often lies a major cultural failing.  Yet culture remains a difficult topic for boards to get their arms around – a challenge we often see in our reviews of boards.

With this in mind, we are pleased to present our research findings on what boards can realistically be expected to do and where the limitations lie.  Our research was conducted on behalf of the Financial Reporting Council as part of its Culture Coalition project, and involved interviews and surveys of over 120 chairmen, CEOs and company secretaries.