In developing the ‘something new’, leaders need to adopt a mature and self-aware position in order to understand how they can strike the balance in delivering for all their stakeholders and how they message this across the organisation so it will embed in the day-to-day operations of their firm.
The leaders of regulated institutions need to reflect when their behaviours are not consistent with their intentions and then consider how to put things right. Unless there is work done to reshape the culture, the old culture can act as an anchor, slowing down and in some cases even stopping real change.