Walking the Talk Blog

How to manage culture and emotions in an M&A

[fa icon="calendar'] 17-Nov-2016 17:11:00 / by Jerome Parisse-Brassens posted in mergers and acquisition, Managing culture, M&A, managing emotions, managing behaviours

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Mergers are a unique situation culturally. Consequently, you you have to manage culture in a different way during a merger or acquisition.

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Can and should corporate culture be regulated?

[fa icon="calendar'] 03-Aug-2016 10:22:04 / by Jerome Parisse-Brassens posted in measuring culture, Managing culture, Culture Defined, responsibility of leadership, leading culture, regulation, Mindsets

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Can and should corporate culture be regulated?

In Australia we are currently witnessing increasing business pressure from ASIC (Australian Securities and Investment Commission) to ensure that culture is being managed.

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Brexit and culture: What if the EU were a company?

[fa icon="calendar'] 21-Jun-2016 16:20:42 / by Carolyn Taylor posted in EU referendum, Leadership, Managing culture, Communication, One-Team

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I’m fascinated by the behaviours of people. What we can learn from observing them–especially in organisations.

And so I found myself wondering, in the midst of one the most historic votes in Europe’s history: 'What if the EU were an organisation and Britain one of its business units? What advice would I be giving them?'

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Consistency is the key to Culture Change

[fa icon="calendar'] 09-Jun-2016 17:35:15 / by Amanda Fajak posted in change, Culture, Culture Change, Managing culture, Behaviour, Behaviour management, Responsibility, leading culture

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 'Consistency is the key to Culture Change'

This heading seems to be a contradiction in terms. Isn’t change all about doing things differently, being adaptable? Where does consistency come in?

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Corporate culture is a major risk factor. To audit or not to audit?

[fa icon="calendar'] 10-Nov-2015 16:09:19 / by Jerome Parisse-Brassens posted in Risk, culture audit, Managing culture, reputational risk, target culture

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More than 56% of internal auditors in the financial services sector in North America consider corporate culture a high risk in their organisations.
 
A quick poll by the Institute of Internal Auditors (IIA) Financial Services Audit Center (FSAC) revealed that while auditors were worried about the risks, only 7% of organisations have programs specifically dedicated to auditing corporate culture, and 50% simply don't audit culture.
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