Category Archives: Organizational maturity rating

Bank CEO pay fails the test of Total Stakeholder Value (TSV)

Banking Governance & Culture Report Series: Part 2 (of 10) The Financial Times just reported Bernstein research on the magnitude of bank CEO pay; drawing comparison between the high relative pay of US bank CEOs and their European counterparts. Bernstein … Continue reading

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MI Reconnecting Performance Management to Total Stakeholder Value

It seems everyone is finally in agreement – the type of performance management that we have all learned to live with is dead. When I Googled the statement ‘performance management isn’t working’ the top four hits were – No. 1 … Continue reading

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Press Release: The Maturity Institute and Organizational Maturity Services LLP announces public release of OMINDEX ratings methodology (OM30+©)

London, 24 February 2017: The Maturity Institute (MI), in conjunction with OMS LLP, releases today its OMINDEX (Organizational Maturity Ratings OM30+© template under a Shared IP Protocol. Paul Kearns, MI Chair said: “We have made an important decision to share … Continue reading

Posted in Evidence-based management, Governance, Human Governance, Integrated reporting, Maturity Tales, Organizational culture, Organizational maturity rating, People risk management | Tagged , | Comments Off on Press Release: The Maturity Institute and Organizational Maturity Services LLP announces public release of OMINDEX ratings methodology (OM30+©)

Boards and C-Suites have arrived at the same fork in the road as HR

The HR department has always had a bad press. I should know, I’ve been working in the field for nearly forty years and have had to suffer the flawed diagnoses and simplistic prescriptions from writers who have never worked in … Continue reading

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MBAs are obsolete

At what point does something become obsolete? The photograph on the left, of a trader using an abacus in Hong Kong, was taken as recently as 2013. So if the abacus is still in use today, how could it be … Continue reading

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Rating culture is crucial for responsible investing

“Embedding a healthy corporate culture, through improving behaviour, is vital to the success of any business ….. we want to see behaviour improve through a healthy corporate culture. This is high on the FRC’s agenda ……. Ultimately it is for boards, … Continue reading

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