Friday 3rd April 2020
We’ve all heard the term ‘culture eats strategy for breakfast’, however not until recently has there been a rush of evidence to reflect the truth in this statement. Boards are taking more notice of culture and its impact on adaptability in the face of emergent changes in the economic, business and social landscape, and the finance function can be either an advocate or blocker in bringing culture to the focus. At times, playing the voice of reason around ‘numbers’ without the context of culture.
Lorne Rubis developed and facilitates the Building Organisational Cultures program at Harvard University’s Extension School, and bring tremendous credibility to the table for being a genuine practitioner of cultural change and performance uplift. In an amazing career, this has included the transformation of ATB Financial (Canadian bank with 174 branches and $51 billion in reportable assets) which resulted in:
An uplift of Engagement from 69% to 91% from 2012 to 2018
Named number 2 “Great Place to Work” in 2018
91% retention and 84% on the Leadership Effectiveness Index
With a focus on the Finance function’s enablement and embrace of culture of a driver of performance, Lorne explored: