Policies, frameworks and documentation alone are not enough to manage risk effectively. Sustainable risk management depends on organisational culture, the shared values, behaviours and leadership signals that shape how risk is understood and managed every day.
“You can’t go out and practice average on Wednesday, average on Thursday, okay on Friday and then expect to play well on Sunday.”— Tom Brady
In previous risk advisory articles, I focused extensively on what organisations must put in place to formalise risk management. This includes, among other things, documentation such as the risk strategy, risk appetite, risk management plan, risk management framework and risk management policy, collectively referred to as the risk management system.
This documentation is critical. It provides stakeholders with a clear reference point and signals an organisation’s deliberate approach to managing risk.
However, all of this counts for little if an appropriate risk culture is absent.
Why risk culture matters
Risk culture refers to the shared values, beliefs, attitudes and behaviours within an organisation regarding risk-taking and risk management. It influences how people respond to uncertainty, how decisions are made and how consistently risk considerations are embedded into daily work.
An organisation’s risk profile is shaped by diverse and dynamic factors. As a result, effective risk management cannot be sustained by a static system alone. Agility is essential to ensure organisations remain flexible enough to respond to changes in risk exposures as they arise.
While adherence to established risk management systems is important for discipline and consistency, rigid observance can leave organisations exposed, particularly when risk factors evolve after systems have been designed and approved.
It is therefore imperative to cultivate a culture that enables continuous identification of changes in the risk universe and residual risk profiles.
Risk management as a daily responsibility
The ideal position is one where every staff member, at all levels, understands the risks associated with their mandate and manages those risks — within the defined risk appetite — as an intrinsic part of everyday work.
Risk culture may appear simple in concept, but in practice it is complex. It is driven by multiple, dynamic factors that must be deliberately managed to achieve optimal results.
To develop and influence a strong risk culture, several key elements should be considered.
1. Tone at the top
Messages communicated by senior management and the board play a decisive role in shaping staff behaviour. When leadership consistently demonstrates commitment to risk management, either through decisions, actions and communication, the importance of risk awareness becomes embedded across the organisation.
Conversely, mixed signals or lax behaviour at the top quickly undermine even the most well-designed systems.
2. Risk champions
Coordination is critical in embedding a risk-aware culture. Formally appointing risk champions demonstrates organisational intent and provides a practical mechanism for driving enterprise-wide risk management practices.
Risk champions serve as reference points for staff seeking clarity, while reinforcing the importance of risk management across departments. Without such coordination, the success of risk initiatives is left largely to chance.
It is worth noting that successful risk management outcomes are rarely accidental; they are the result of deliberate and sustained action.
3. Incentives and consequences
An organisation’s incentive structures must reinforce the desired risk behaviours. If appropriate risk management practices carry neither rewards nor consequences, they are easily disregarded.
Incentives should align with leadership messaging to avoid confusion. Good risk management behaviour should be recognised, while deliberate disregard for risk controls should attract proportionate consequences.
4. Action and enforcement
Even with the right tone, champions and incentives, risk culture will not take hold unless deliberate action is taken to reinforce good practices and address poor ones.
Enterprise-wide coordination of risk activities, combined with periodic evaluation of organisational risk culture, is essential. Where enforcement is weak or inconsistent, risk management is perceived as a “nice-to-have” rather than a core operational discipline.
In contrast, clear policies, consistent messaging and appropriate enforcement foster disciplined adherence to defined risk management measures.
An evolving journey
Building a strong risk culture is not a one-off exercise. It is an evolving journey that requires continuous reflection, reinforcement and refinement.
While a well-documented risk management system is important, it is the underlying culture that determines whether those systems are effectively implemented across the organisation.
Without a deliberate and sustained risk culture, even the most sophisticated risk management frameworks remain theoretical rather than operational.
