Evidence on post financial crisis corporate culture in UK listed banks

Paul Cox, Diandra Soobiah

Research output: Contribution to journalArticlepeer-review

1 Citation (Scopus)


This paper reports findings from investor engagement into corporate culture at UK listed banks. In 2014 and 2015 interviews with bank practitioners revealed the following seven elements as fundamental to improving bank culture; simplification of the business, corporate purpose, organisational culture, staff in the business, customer experience, board balance, and focus and engagement by the Chair of the board. The study designed baselines to capture where banks are in absolute and relative terms in relation to the seven elements. Culture performance over the 24 months of the study was examined. Banks that made most improvement during the investigation activated culture predominantly within the business by empowering the department most apt to handle it. Centring the culture programme within the business was associated with a focus on the middle and the grassroots level of the organisation. Banks that made least improvement activated culture principally ‘from the top’. Centring the culture programme at the top was associated with a focus on control, conformance, and structure. The finding of relatively greater performance when culture programmes were activated within the business contrasts sharply with recommendations from regulators and conventional wisdom that the establishment of corporate culture is necessarily a top-down exercise.
Original languageEnglish
Pages (from-to)1-11
JournalJournal of Banking Regulation
Early online date20 Jun 2017
Publication statusE-pub ahead of print - 20 Jun 2017


  • banks
  • conduct
  • culture
  • metrics
  • measures
  • investment management
  • pension funds


Dive into the research topics of 'Evidence on post financial crisis corporate culture in UK listed banks'. Together they form a unique fingerprint.

Cite this