Creating Cultures for
Better Business
Andy Corley
Managing Director, Quadralene
Sally Hibbert
Professor of Consumer
Behaviour
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
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)
Moral reasoning in business
Amoral (selfinterested
culture)
Limited
morality
(instrumentalist
culture)
Broader
morality
(moralist
culture)
Commonly
called…
Managerial
egoism
Enlightened selfinterest
Moral purism
Moral
orientation
Follows rules to
avoid
punishment
Conforms to
expectations/
fulfils duties
Follows justice
principles,
creative sharedvalue solutions
None
Shareholders &
‘useful’ others
All primary &
secondary
stakeholders
Relevant
stakeholders
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?
e.g. Employees
Amoral (selfinterested
culture)
Limited
morality
(instrumentalist
culture)
Commonly
called…
Managerial
egoism
Enlightened selfinterest
Moral purism
Moral
orientation
Follows rules to
avoid
punishment
Conforms to
expectations/
fulfils duties
Follows justice
principles,
creative sharedvalue solutions
Employee
behaviour
Task
accomplishment
Work group
collaboration
Empowered
employees, full
participation
Broader
morality
(moralist
culture)
The future of work?
(PwC 2014)
The future of work?
(PwC 2014)
Companies care:
Green world
Companies seek likeminded individuals
Talent is attracted to
company values &
culture
Firms focus upon
total reward, incl.
performance &
citizenship
behaviours
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
Where is your business on the
‘moral reasoning continuum’?
What does it mean for these
relationships?
What are the implications for
the business?
B
What?
A
How?
I
Culture eats strategy for
breakfast
Peter Drucker
Hedgehog Concept
What you are
deeply
passionate about
What drives your
economic engine
What you can be
the best in the world at
From ‘Good to Great’ J. Collins et al
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
The five dysfunctions of a team – Patrick Lencioni