1. Creating Cultures for Better Business
Andy Corley
Managing Director, Quadralene
Sally Hibbert
Professor of Consumer Behaviour

2. Defining Impacts & Priorities for Better Business
Establish scope/boundaries of assessment (e.g. geographic, business unit)
Map impacts within the control of the company against value chain
Select indicators & collect data
Define priorities

3. The route to better business?
81% Fortune 500 companies & all FTSE 100 companies report on corporate sustainability
Increasingly aligned with corporate strategy & evidence that adoption of sustainability perf. measurement  social & environmental performance
Does it produce a compliance mindset?
What is the ethical culture within the business?
(i.e., what are the criteria/focus of ethical reasoning)

4. Moral reasoning in business
Commonly called…
Moral orientation
Relevant stakeholders
Amoral (self-interested culture)
Managerial egoism
Follows rules to avoid punishment
None
Limited morality (instrumentalist culture)
Enlightened self-interest
Conforms to expectations/ fulfils duties
Shareholders & ‘useful’ others
Broader morality (moralist culture)
Moral purism
Follows justice principles, creative shared-value solutions
All primary & secondary stakeholders

5. Successful corporate cultures are linked to strong core values about how to treat employees, customers, suppliers, and others —that is, stakeholders (Barney, 1986: 656). Why?

6. e.g. Employees Amoral (self-interested culture)
Commonly called…
Moral orientation
Employee behaviour
Amoral (self-interested culture)
Managerial egoism
Follows rules to avoid punishment
Task accomplishment
Limited morality (instrumentalist culture)
Enlightened self-interest
Conforms to expectations/ fulfils duties
Work group collaboration
Broader morality (moralist culture)
Moral purism
Follows justice principles, creative shared-value solutions
Empowered employees, full participation

7. The future of work? (PwC 2014)

8. The future of work? (PwC 2014)
Companies care: Green world
Companies seek like-minded individuals
Talent is attracted to company values & culture
Firms focus upon total reward, incl. performance & citizenship behaviours

9. The future of work? (PwC 2014)
Small is beautiful: Orange world
Connect to suppliers of key skills via technology; contract specific tasks
Talent attracted by firm’s reputation in skills networks
Contract based pay for projects is the norm

10. Where is your business on the ‘moral reasoning continuum’?
What does it mean for these relationships?
What are the implications for the business?

11. B
What?
How? A I

12. Culture eats strategy for breakfast
Peter Drucker

13. Hedgehog Concept What you are What drives your economic engine deeply
passionate about
What you can be
the best in the world at
From ‘Good to Great’ J. Collins et al

14. Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
The five dysfunctions of a team – Patrick Lencioni