Interest in the cultures of organisations and their effects on management practices goes back many years and there is an extensive body of scholarship on this topic. Yet this interest has increased dramatically since 2008. Furthermore, a new twist in the vocabulary of culture has taken place, with companies, advisors and regulators now seeming to have a specific focus on something called ‘risk culture.’
　　What is this new object that features so prominently in discussion about !nancial regulation, at many industry events and on numerous blogs? Is it a single thing or does it have many faces? How do companies understand and operationalise it? Do they do this in similar ways? How do financial regulators in"uence conceptions of risk culture? Is the demand to improve risk culture at all coherent? Can it – whatever it is – be consciously managed?
　　Is it auditable? Is there a single desirable risk culture or are there diverse and plural approaches? If so, are there any limits to this diversity? In this report we provide some answers to these questions based on our investigations over a period of 18 months. Our research into a constantly developing field is however necessarily incomplete and raises as many questions as it answers. We are also conscious that the debate about culture and risk culture is a very crowded one, with regulators, advisors and trade bodies seeking to provide thought leadership. We therefore offer this report as another contribution to the extensive public debate about the future of financial services.
　　There have been many efforts to define risk culture and this multiplicity tells us something, namely that it is conceptually rather fuzzy. We decided to go out and listen to the way that different organisations – banks,insurers and their advisors – think about and operationalise risk culture change programmes. We think that this is where the action is – where risk culture becomes, or does not become, an organisational reality. Our report paints a rich picture and we have attempted to provide some intellectual structure to the diversity we have observed.To aid the readability of this report we have shifted a large body of material on methods and other matters to a series of appendices.
　　In the next section we summarise our findings and provide some prescriptive ideas which different actors in financial services may find useful. The main body of the report begins with an overview of the institutional background to the risk culture debate – which will be familiar to many readers. This is followed by a more detailed account of our approach to the study, including our methods and our own working conceptualization, based on a reading of academic and practitioner studies. We then detail our findings, organised in terms of a number of different themes.
　　One of the big unanswered questions in our study is the extent to which individual organisational efforts in the space of risk culture are in fact overshadowed by a trans-organisational regulatory culture with some interesting properties. We make some speculations in this regard but the topic warrants further work.
 　
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