Thought leadership

Financial Times, published 26 May 2022

Abstract

“If we want to see more people of colour in senior roles we have to tackle favouritism. There are groups of people within organisations who will only hire their friends.”

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LSE Business Review, published 26 May 2022

Abstract

Firms are increasingly allowing their employees to decide if they work at home or in the office. But the return to work is fraught with many biases. The authors have put together a dictionary of biases in blended work. This is the second dictionary of the series. In this edition, the authors have compiled a list of the most important biases they perceive as impacting the future of work if left unchecked.

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LSE Business Review, published 26 May 2022

Abstract

The definition of talent across many organisations is often narrow, and an over-dependence on traditional interviews leads to neurodiverse individuals being disadvantaged. Jasmine Virhia lists small changes to recruitment processes could make it easier for neurodiverse individuals to access employment opportunities.

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LSE News, pubilshed 17 May 2022

Abstract

Artificial Intelligence (AI) job hiring is equal to or better than human hiring, but people react negatively towards it, according to a new study by The Inclusion Initiative (TII) at LSE. "There is evidence that current hiring processes are palgued by cronyism and bias. It is time that humans hand over the hiring process to machines"- Dr Grace Lordan

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LSE Business Review, posted 13 May 2022

Abstract

Knowing what to say and how to support those around us who are chronically ill can be a challenge, particularly when we ourselves do not understand their plight and carry misconceived ideas about chronic illness, whether it be of a physical or mental nature. The way we react can affect the person’s ability to thrive at work and establish meaningful relationships with colleagues. Odessa Hamilton led an informal survey with a diverse group of people experiencing chronic illness and pooled together a list of comments, some reported as coming from even the most well-intentioned acquaintances.

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LSE Business Review, posted 12 May 2022

Abstract 

The government wants the UK to become a global hub for cryptocurrency, but to get there, the country needs to face conflicting interests between consumers and the crypto industry. Sheldon Mills, the executive director of consumers and competition at the Financial Conduct Authority, says that this is one of the many balancing acts faced by the regulator. He spoke about crypto, diversity and inclusion, consumer protection, and more with Karina Robinson, co-director of LSE’s The Inclusion Initiative.

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LSE Business Review, posted 5 May 2022

Abstract 

Organisational culture (leadership styles, behaviours, values, and traditions) matters and 90% of employers indicate that identifying candidates with good culture fit is an important part of the selection process. However, culture fit has come increasingly under fire because it may add potential biases to the hiring process. Paris Will proposes a dynamic approach to value-based hiring practices.

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Telegraph, posted 21 April 

Abstract

"People are underpaid because performance is difficult to measure and pay is determined by unrelated things, such as extroversion, how a person dresses and an ability to thrive at office politics.”

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Business Leader, posted 13 April 2022

Abstract

In this guest article, Dr Grace Lordan, Founding Director of The Inclusion Initiative and Associate Professor in Behavioural Science at the London School of Economics, shares her ideas regarding how employers can change their hiring and business practices in the age of the ‘Great Resignation’, so they can move towards a ‘great recruitment’ period – creating a more inclusive and positive workplace.

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LSE Business Review, posted 11 April 2022

Abstract 

Bias towards a narrow selection of characteristics, that are supposedly professional, limit the number of people who can be truly authentic at work, resulting in code-switching, assimilation, and self-segregation. Odessa Hamilton and Teresa Almeida discuss why representation alone cannot address this. Organisations must foster an environment where difference is valued through reflective leadership and colleague reinforcement.

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LSE Business Review, posted 7 March 2022

Privilege in the Workplace series

Abstract 

Education privilege, both in terms of the level of qualifications attained and where these were attained, still permeates the workplace, despite there being insufficient links to better performance. Ipsitaa Khullar explores how education privilege interacts with social privilege, impacting income and social mobility. Moving forward, recruitment processes and internships must allow for success beyond education indicators.

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LSE Business Review, posted 31 March 2022

Privilege in the Workplace series

Abstract 

Teresa Almeida examines how disability prejudice perpetuates workplace ableism and the disability unemployment gap. People with disabilities face ongoing barriers to employment, as well as within the employment cycle and peer atmosphere. More flexible accommodation for all employees will help increase disability inclusion within companies.

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Moonshot News, posted 29 March 2022

Abstract 

The routine office language can be harmful and prevent companies to get a truly inclusive culture. We need to make a list of forbidden words and find neutral alternatives to biased expressions, four researchers advise. 

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Harvard Business Review, posted 28 March 2022

Abstract 

Artificial Intelligence is tremendously useful, when applied correctly, to improve fairness, transparency, efficiency and even to correct historical biases, including ethnic and gender biases imposed by humans. However, when applied in a ‘plug and play’ manner, we risk exacerbating social and economic inequality. 

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Harvard Business Review, posted 25 March 2022

Abstract 

Cryptocurrencies raise many potential problems for social inclusion. Thomas Kalafatis and Richard Nesbitt examine whether newer forms of cryptographically enhanced commerce, and more specifically central bank digital currencies, can address the issue. Their framework for contrasting currency features helps them consider issues of inclusiveness and glean some possible answers to the many questions that have been raised.

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LSE Business Review, posted 24 March 2022

Privilege in the Workplace series

Abstract 

Religious privilege in the workplace can manifest itself in various ways. It is not exclusive to believers but can occur in organisations with a majority of agnostic or atheist workers. Hannan Bader writes that when religious privilege is made more salient to workers across the organisation, it is easier to handle the problem.

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Harvard Business Review, posted 18 March 2022

Abstract 

We’ve all become increasingly aware of the importance of language in creating inclusive and equitable work cultures. Words matter, and many bygone words and phrases seem antiquated and even shocking today. Yet the modern-day professional vocabulary is still littered with exclusionary terms. To create a truly inclusive culture, it’s critical that you take a hard look at how people in all areas of your company are using language.

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LSE Business Review, posted 17 March 2022

Privilege in the Workplace series

Abstract 

Gender privilege is a key challenge in the workplace that affects decision-making and innovation practices as well as employee well-being and organisational culture. To tackle gender privilege, instead of focusing on removing discrimination against women, a novel approach would be to remove the benefits of being male. But that must be done without excluding men. Alexandra Kirienko discusses how the `behavioural sciences can help with the process. 

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LSE Business Review, posted 10 March 2022

Privilege in the Workplace series

Abstract 

Attitudes towards the LGBTQ+ community are becoming more positive, but heterosexual and cisgendered identities are still considered the default in the workplace. Paris Will explores how heterosexist and cisgendered privileges still pervade work environments today and how they affect employment outcomes for LGBTQ+ individuals. She outlines several steps to promote workplace equality. 

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LSE Business Review, posted 3 March 2022

Privilege in the Workplace series

Abstract 

Our social networks are partially ascribed from the day we are born, escalate into a larger web throughout our lifetime, and can give us a significant advantage in the labour market. Segolene Zeller writes that our social capital becomes an ascribed status, alongside gender, family lineage, and skin colour. Since interacting across social boundaries may be difficult, our social networks tend to lack diversity. She suggests using behavioural science strategies in the design of organisational processes to support employees in creating the necessary change. 

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LSE Business Review, posted 24 February 2022

Privilege in the Workplace series

Abstract 

Neurotypical people order their thoughts and communicate ideas in the most typical way. They enjoy a privilege that comes from living in a world that favours and is built for this specific neurology. However, the exclusion of neurodivergent people is bad for the workforce. Catherine Bouckley writes that neurodivergence makes an important contribution to cognitive diversity, which drives better performance and limits groupthink within organisations.

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LSE Business Review, posted 17 February 2022

Privilege in the Workplace series

Abstract 

Social capital — the networks and links within and between social groups — can benefit us by increasing wellbeing and creating economic opportunities. For people and organisations, the problem comes when social bonds and bridges work to exclude others rather than include. Henry Dowell writes that social bridges between diverse groups of people are important for creativity and innovation. Firms and managers must help build these bridges.

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LSE Business Review, posted 11 February 2022

Abstract

Work stress and sleep deprivation have accumulated effects on biological processes that maintain health. Odessa Hamilton summarises the evidence and explains why sleep should be a targeted behavioural treatment. 

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LSE Business Review, posted 10 February 2022

Privilege in the Workplace series

Abstract 

Ingroup bias can be a big problem in the workplace, hurting both employees and organisations’ bottom line. Yolanda Blavo discusses some methods that managers can use to monitor the psychological safety of employees and their ability to voice ideas and concerns.

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LSE Business Review, posted 4 February 2022

Abstract

Web 3.0 is meant to describe a new set of technology developments for the internet that are moving the pendulum back to a more decentralised environment, away from walled gardens such as Apple, Facebook, and Google. But the jury is still out on whether cryptographically enhanced commerce will be positive or negative for improving equity, diversity, and inclusion in societies and organisations. Thomas Kalafatis and Richard Nesbitt explain how having a better world or a more unequal one depends on how cryptographically enabled techniques are rolled out across software and finance.

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LSE Business Review, posted 3 February 2022

Privilege in the Workplace series

Abstract 

In a world of ageing populations, extending working lives is widely viewed as an economic necessity. With up to four generations working alongside each other, organisations must ensure that their workplaces are inclusive, avoiding individual, interpersonal, and organisational harm. Sharon Raj writes that age discrimination can lead to the formation of workplace ingroups and outgroups, which reduces information sharing and collaboration. She discusses ways to address ageism in the workplace.

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LSE Business Review, posted 27 Janurary 2022

Abstract

Lack of confidence in managing menopausal symptoms in the workplace has accounted for the intent to resign, abandoned pursuits of promotional opportunities, and the avoidance of new project tenders. Women, trans, and non-binary people experiencing the menopause at work are often at the peak of their skills, experience, and careers, so there is a strong business case for supporting them through the process. Odessa Hamilton and Gina Osman suggest that companies make reasonable adjustments that are, in many ways, simple, of negligible cost and non-imposing.

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LSE Business Review, posted 21 January 2022

Abstract

As more and more companies adopt inclusion initiatives, the language they use around disability acquires greater importance. How they refer to disabled employees may bring unintended consequences, sometimes increasing marginalisation instead of eliminating it. Jasmine Virhia stresses the importance of listening to how people define themselves. When in doubt, simply ask.

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LSE Business Review, posted 17 January 2022

Abstract

Many people make New Year’s resolutions, but by mid-January most resolutions will have been left aside. Workouts are skipped in favour of Netflix. Salads are shunned in favour of pasta. And across the UK Dry January is replaced with a dry martini. Grace Lordan discusses just why most resolutions are best made at other times in the year.

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LSE Business Review, posted 17 December 2021

Abstract 

As 2021 draws to a close, Grace Lordan offers six life lessons rooted in the behavioural sciences that will make you SMILE.

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LSE Business Review, posted 14 December 2021

Abstract

A YouGov survey in June 2021 showed that 30% of disabled workers in the UK felt they were treated unfairly at work during the COVID-19 pandemic. By law, every employer must make reasonable adjustments for disabled members of staff. But the statistics show that employers are not complying. Jasmine Virhia discusses ways to create an inclusive environment to ensure that disabled people are afforded with the same career opportunities as their non-disabled colleagues. 

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LSE Business Review, posted 7 December 2021

Abstract

Domestic violence is a profound, systemic, social issue that warrants both our sustained attention and action. Odessa Hamilton dispels a number of misconceptions around the issue, as she discusses the behaviours of men and women, along with the possible causes of this violence. She recommends changing the narrative and calls on corporations to step up to the plate and help deal with domestic violence amongst their employees.

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LSE Business Review, posted 23 November 2021

Abstract

It is a consensus that diversity is beneficial for organisations. But research on how diversity relates to each workplace outcome still contains mixed findings. One hypothesis states that positive and negative outcomes occur in parallel. Frederick Herbert and Paris Will discuss the empirical findings on the differential outcomes of diverse teams based on temporal dynamics and suggest ways to tailor initiatives better.

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Research for the World, posted 9 November 2021

Abstract 

The financial sector will not achieve gender or racial equity while managers continue to favour those who look like them, a practice that has particularly held back black women in the sector. Grace Lordan highlights the importance of diversity, and sets out a framework that, if followed, should benefit all with talent.

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LSE Business Review Blog, posted 26 October 2021

Abstract

We have a tendency to surround ourselves with and ask advice from people just like ourselves, putting us at risk of confirmation bias. When we want personal growth, Grace Lordan writes that we must think again about who we spend our time with or seek advice from. One of the easiest ways to grow quickly is to get feedback from people with diverse backgrounds and life experiences.

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LSE Business Review Blog, posted 22 October 2021

Abstract

Black people are habitually exposed to harmful discourse, even by those who by all other intents and purposes are anti-racist. Odessa Hamilton developed an informal online poll to hear from black people the kinds of comments they have heard first-hand from non-blacks. She captured 101 distinct comments and here presents the 50 most heinous or recurring ones. She says that, although painful on both sides, honest conversations are necessary.

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LSE Business Review Blog, posted 6 October 2021

Abstract

Sitting at a focal point between east and west, Singapore has a nuanced and multi-layered cultural landscape that exemplify the importance of context for behavioural interventions to promote diversity and inclusion (D&I). In the case of globally active multinationals, it matters whether the leadership team includes a sufficiently diverse set of experiences including those gained outside of western capitals. Grace Lordan and Lutfey Siddiqi did structured interviews with thirty-five professionals who have senior management oversight for operations in financial services in Singapore and drew three major insights to guide corporations in their D&I initiatives. 

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LSE Business Review Blog, posted 20 September 2021

Abstract

Equality, diversity, and inclusion initiatives require strategic management and calculated repositioning like any other major organisational change effort. Change can bring uncertainty, fear, and psychological distress among employees, leading to resistance that risks undermining change efforts. Odessa Hamilton overviews the change literature and writes that problematising all sources of resistance is a fundamental flaw in organisational change efforts. Validating resistance can legitimise the emotions of the resister, which can moderate their resistive efforts. 

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LSE Business Review Blog, posted 6 September 2021

Abstract

Political correctness may lessen overt forms of bullying and workplace harassment, but without internalisation of nonprejudiced values, it may come with the side effect of promoting more passive aggressive forms of discrimination, which work against the goal of diversity, equity, and inclusion. Paris Will and Odessa Hamilton suggest how to progress from political correctness as compliance to a true internalisation of egalitarian values. 

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LSE Business Review Blog, posted 22 June 2021

Abstract

Heterosexist and cis-gendered privileges pervade the workplace, which affects employment outcomes for LGBTQ+ individuals. Paris Will reviews the literature and writes about specific steps that can create better opportunities and a more equitable working environment for all.

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Opinion piece, Financial Times, 23 June 2021

Hear it from the experts

Let our global subject matter experts broaden your perspective with timely insights and opinions you can’t find anywhere else.

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Opinion piece, Thomson Reuters Foundation News, 22 June 2021

Abstract

Women's success in finance relies on the sector having managers that create environments that include diverse voices and weeding out the managers who continue to hire in their own likeness.

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LSE Business Review Blog, posted 19 May 2021

Abstract

A reported 1 billion people worldwide have struggled with their mental health, a condition that carries an undue stigma—and is likely underreported. Work demands are a salient cause. Odessa Hamilton writes that reducing daily burdens is critical to the health of the workforce (employers and employees). Mental health, she says, needs to become a regular discussion that can be shared without judgement or penalty, because no person is immune to it. 

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LSE Business Review Blog, posted 28 April 2021

Abstract

Why are workplaces often devoid of humour, if having a good laugh brings many benefits to people and organisations? Teresa Almeida and Cecily Josten look at the research on workplace humour and write that having, and showing, a sense of humour is a way to demonstrate authenticity and come across as more human. They argue that more experimental research is needed to test the benefits and downsides of humour interventions and how to best leverage humour to achieve positive work outcomes.

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TII Blog, posted 27 April 2021

Abstract

We begin my blog with a few thoughts on inclusion and how important it is that as we rebuild from the Pandemic that we do so in an inclusive way to share the benefits of our work better than in the past.

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LSE Business Review Blog, posted 22 April 2021

Abstract

Odessa Hamilton reflects on the Duke of Edinburgh’s forfeiture of male dominance during an era when men ran the world and, by contrast, women lacked the most basic of rights.

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LSE Business Review Blog, posted 24 March 2021

Abstract

Training can raise people’s awareness of their unconscious biases, but evidence shows that training alone is not effective in changing behaviour. The UK government has already decided to discontinue this kind of programme in its various departments. Frederick Herbert writes that while it is generally accepted that awareness is not a sufficient condition for behavioural change, it is usually necessary. He argues that unconscious bias training can be re-thought of as a foundation upon which other interventions can build.

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LSE Business Review Blog, posted 16 March 2021

Abstract

The workplace is quickly changing shape, and hybrid working, split between home and the office, is likely to be the future. These changes affect organisations’ internal social networks. Opportunities for informal contact are reduced, Zoom fatigue sets in, and communication can become more difficult. Paris Will looks at what social network analysis reveals about these changes’ potential for affecting inclusion in the workplace, and finds that there may be positive impacts, such as stronger ties and greater involvement in workplace processes, along with the risks of reduced social information sharing.

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TII Blog, posted 8 March 2021

Abstract

How has the pandemic impacted career opportunities? What skills can help you succeed in a post-Covid world? How can you advance in the world of work? – These were some of the key topics of discussion in the Let’s Talk Careers in a Post-Covid World event hosted by The Inclusion Initiative at LSE.

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LSE Business Review Blog, posted 3 March 2021

Abstract

How likely is it that women end up working in jobs that allow them to be among the top 1%, 10%, 20%, and top third of earners? Drawing on the Quarterly Labour Force Survey (QLFS), Teresa Almeida, Erika Brodnock, and Grace Lordan find that Black women – regardless of whether they are from the UK or elsewhere – have the lowest probabilities of being top earners. And UK-born Black women are the most under-represented in the top percentile of incomes, as compared to all other women and men.

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LSE Business Review Blog, posted 16 December 2020

Abstract

2020 Disability History Month presents an eerily strange opportunity to highlight a thin silver lining in a year consumed with uncertainty and despondency for individuals with disabilities. This blog entry hopes to honour the occasion and speak to the reader via a quasi-first-person perspective that may well reflect the experiences of a range of professionals with disabilities. It seeks to characterise different facets of past and present occupational environments that affect the work life of people with disabilities.

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LSE COVID-19 Blog, posted 15 December 2020

Abstract

Financial services firms have regarded flexible working as an option for women struggling with family responsibilities. Now that it has become the norm, says Grace Lordan (LSE), they have an opportunity to measure whether it is cost-effective. Once men begin to see it as good for business, the penalty women pay for choosing flexible working will shrink.

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TII Blog, posted 14 December 2020

Abstract

On the 23rd November The Inclusion Initiative (TII)  launched at LSE.  2020 has been an eventful year at LSE and the challenges we have all faced have strengthened Dr Grace Lordan’s vision of providing ground breaking research and meaningful ideas to improve organizations by making them more inclusive.  TII brings behavioural science insights to firms to allow them to enhance the inclusion of all talent.

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LSE Business Review Blog, posted 3 December 2020

Abstract

At some point during the popular podcast series “How I Built This”, the host Guy Raz asks his guests who are all successful entrepreneurs: “Was your success down to luck or your skills?” Most entrepreneurs attribute their success to a bit of both, luck and skill. We usually think of luck as coming to us arbitrarily and being evenly distributed across individuals. In reality, however, what makes us lucky very often depends on where we grew up, which school we went to, or which skin colour we have etc.. In short, luck is not pure chance but depends on our privilege. Creating an awareness of individuals’ privilege — and factoring in privilege or a lack thereof — in the recruiting and retaining of talent in the workplace is hence imperative for achieving true diversity and inclusion at work.

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LSE COVID-19 Blog, posted 1 December 2020

Abstract

The pandemic will probably ease next year, but ‘hybrid working’ – some work done at the office and the rest at home – will almost certainly become the ‘new normal’. This poses challenges for inclusivity. The BE-Inclusive Group with Teresa Almeida, Paris Will and Grace Lordan (LSE) look at some of the behavioural biases that emerge when people work from home.

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LSE Business Review Blog, posted 20 November 2020

Abstract

If you were to ask a randomly selected member of the baby boomer generation what success looks like when it comes to diversity and inclusion, there’s a good chance you’d be told it was ‘representation’ (Smith, C.; Turner, S., 2015). In the representation paradigm the goal is simply about the head count – it is a numbers game. Each year a company should aim to increase the proportion of staff who aren’t white, heterosexual, neurotypical males so that their business becomes more representative. It seems an admirable enough first step to take, but there’s reason to think a focus on a different kind of number might be equally, if not more, important.

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LSE Business Review Blog, posted 29 October 2020

Abstract

Let’s face it, no one wants to talk race – for some it is inelegant or frankly improper, for others it blurs the lines of political correctness, but for most of us it’s just outright uncomfortable! Yet whatever group we identify with, race is something we cannot circumvent nor ignore. It surreptitiously pervades every aspect of our existence.

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LSE Business Review Blog, posted 21 October 2020

Abstract

In 2016, Microsoft unveiled its first AI chatbot, Tay, developed to interact and converse with users in real-time on Twitter and engage Millennials. Tay was released with a basic grasp of language based on a dataset of anonymised public data and some pre-written material, with the intention to subsequently learn from interactions with users.

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LSE Business Review Blog, posted 14 October 2020

Abstract

Workplaces are constantly evolving in the modern-day world. As such, business leaders must be readily adaptable in responding to new situations and problems as they occur. This continual advancement can cause a shift in the focus of an organisation’s business goals. Two areas that have seen recent prolonged interest within organisations are: innovation, and diversity and inclusion (D&I).

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TII Blog, posted 14 July 2020

Abstract

For all the known benefits of leveraging and employing diverse talent in the space of Behavioral and Social Science, it is quite unsettling that the field remains largely homogenous. While we can’t always control for (lack of) unconscious bias training, gender stereotypes, geographical, structural, and financial barriers, there is one area where we can endeavor to close the gap - awareness. The profound behavioral insight upon which this is based: ‘You can’t be what you can’t see!’

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LSE Business Review Blog, posted 30 June 2020

Abstract

It is easy to talk about caring about diversity and inclusion. In fact, it would be hard to find a professional worker these days who would declare that they did not in public. It is also far too easy to write policies that are not enforced and make promises for change that go unfulfilled. This makes it all the more important to separate the leaders that take action from those that only talk about taking action. How can this be done?

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LSE COVID-19 Blog, posted 9 June 2020

Abstract 

As businesses try to adapt to the ‘new normal’, the temptation is to rely on past experience to make big decisions. Teresa Almeida and Grace Lordan (LSE) warn that they need to adopt different, scenario-based approaches, and listen to a wide range of voices in their organisation – not just ‘people like us’.

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LSE Business Review Blog, posted 9 June 2020

Abstract

To quote Singapore’s senior minister Tharman Shanmugaratnam from his national address last month, “the future begins now”. That future will be dramatically different not only for governments and individuals but also for big business and big finance. A silver lining to the devastation of COVID-19 could be the onset of a new era for both stakeholder capitalism and sustainable investing.

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LSE Business Review Blog, posted 4 June 2020

Abstract

In 1816, Mary Shelley spent the summer in Geneva in the company of her family, Lord Byron and his physician John Polidori. The weather was dreadful due to the eruption of Mount Tamboro in Indonesia, and the group spent much of their time locked inside to escape the incessant rain. The group had stirring discussions on science and the principles of animation, Polidori contributing his medical knowledge for the authors’ more creative musings. To up the antics, one evening Lord Byron challenged everyone to a ghost-writing contest. Mary Shelley’s resulting story was the origin of Frankenstein. Lord Byron contributed a fragment of a story, which Polidori developed and eventually turned into The Vampyre.

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TII Blog, posted 28 May 2020

Abstract

Automation and technical innovation are currently shaping global labour markets. Research on the future of work has brought contributions that seek to determine the exact jobs that have been lost in the past, and those that may be lost in the future. Overall, this research indicates that the winners and losers of the Fourth Industrial Revolution are determined by skills. While low-skilled individuals performing routine tasks remain at high risk of being replaced by automation, individuals with abstract thinking and people skills will continue to be in high demand.

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LSE COVID-19 Blog, posted 18 May 2020

Abstract 

As lockdown eases, employers will bring back some of their staff before others. Drawing on their research into the negative effects of downward income mobility, Paul Dolan and Grace Lordan (LSE) suggest they take into account people’s preferences, and bring back those who are keenest to return to work first.

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LSE Business Review Blog, posted 18 May 2020

Abstract 

With the onset of Covid-19, many firms have made the transition from physical workspaces to virtual ones, with limited or no planning time. After organisations get beyond the initial hurdle of shifting their workforce to a virtual format, they will be searching for a new definition of business as usual. During that time, it is important to bear in mind organisational issues that arise during social interactions. Even though a large percentage of the labour force is now working from home, many of these workers still rely on team interactions to create, innovate or assess risk.

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TII Blog, posted 14 May 2020

Abstract 

In the midst of the painful COVID-19 crisis that is shaking up how the world works, innovative thinking is at a premium. Inclusion is key for it to happen. But creating the corporate culture in the City that allows for the flower of innovation to bloom is hard work – not unlike the digging, weeding and planting that many of those in lockdown with gardens are engaged in this Covid19 spring.

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TII Blog, posted 7 May 2020

Abstract 

For leaders in Finance the crisis of 2020 makes everyone think back to the 2008 Financial Crisis.  That was bad but this is worse.  Fortunately, the lessons learned in 2008 are still fresh in most leader’s minds.  The banks and insurers are much better capitalized now than they were a decade ago.  Regulatory oversight is stronger. The products are simpler.  It is however a time of significant uncertainty.  Working from home has tested disaster recovery plans and the strength of technology platforms. 

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LSE Business Review Blog, posted 5 May 2020

Abstract 

In March 2020, as part of the COVID-19 response, firms in the UK made the transition from physical workspaces to virtual ones, with limited or no planning time. A similar pattern happened across the globe with different start dates. Today, most organisations have moved beyond the initial hurdle of shifting their workforce to a virtual format, and are now searching for a new definition of business as usual. 

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