andro Boeri is one of the founders of Risk Audit Professional Development with a career spanning thirty five years in financial services corporate governance in the City of London and internationally.
His main area of specialism is in the field of internal audit where after serving his apprenticeship during six years at Kleinwort Benson he went on run the audit functions at Amsterdam-Rotterdam Bank in London, Credit Agricole, Sumitomo and the Gerrard Group.
Sandro is a major thought leader on regulation in the fields of wholesale financial services.
He is a prominent speaker on subjects ranging from corporate governance to motivation in the workplace.
e believe training is an investment of conscience and are committed to the development and transfer of essential technical and human skills around corporate governance to our clients. We aim to provide this in such a way as to ensure they get the maximum benefit from our knowledge and experience whilst at the same time ensuring that the financial services industry improves its contribution to society as a whole.
Ask yourself the question – Can the culture of an organisation be looked at in a single dimension? We think not, yet the regulators are pushing this view strongly !
As we see it, cultural risk management revolves around the management of dilemmas. Clearly, one such dilemma is the need to invest sufficiently in controls which encourage appropriate risk and control related behaviours, but what about the others?
Regulators seem to believe that a suitable approach to risk and control will lead to a sustainable firm. However, history tells us that this cannot be true. Firms need to create and sell their products and this surely requires a different approach.
In our view, what really matters is taking a balanced approach to the way in which we manage the dilemma between the different cultural perspectives.
Based on what we have said you will not be surprised to know that Risk Audit support a philosophy based around four quite different cultural dimensions (The 4 C’s) more correctly known as the Competing Values Framework.
The four behavioural dimensions are:
- Creativity (Entrepreneurialism);
- Control (We have already introduced the concept of risk and control);
- Competition (Market Forces);
We believe passionately that the balance between these different elements needs to be carefully examined if you want to influence the values, behaviours and ultimately the culture of an organisation.
We love to talk about these things and the effect they have on an organisation.