Culture you can
evidence.
Neil Fogarty Research uses behavioural science, culture data and social architecture design to give boards a clearer view of how their organisations really work.
At the centre is a single concern: can leaders evidence the stated culture that they say they have, when regulators, investors or events test it. Neil Fogarty Research exists to answer that question with structured, observable signals rather than hopeful narratives.
The practice brings together organisational behaviour, behavioural economics and language analytics to build a realistic picture of how decisions, influence and risk actually move through a firm. Instead of one-off slide decks, clients get decision-ready culture intelligence, a living view of their social architecture, and a small team that stays close enough to challenge, explain and refine what the data shows.
The work is grounded in long-term relationships rather than projects: boards, executives and oversight functions that want a standing view of culture as a risk, an asset and an evolving system.
Our Focus
Board Accountability
Boards are now expected to evidence how culture supports conduct, risk and long-term value, not just talk about values. Neil Fogarty Research helps boards see whether the culture they describe is the culture people actually live, with signals they can stand up in front of regulators and investors.
Regulatory Culture
Supervisors increasingly treat culture as a supervisory priority and a hurdle condition for doing business. The work focuses on the observable behaviours, artefacts and networks that underpin regulatory culture - so firms can monitor it, address known risk situations and demonstrate progress over time.
Organisational Resilience
Culture is a driver of how organisations respond under stress: restructurings, failures, investigations or rapid growth. By mapping social architecture and risk behaviours, Neil Fogarty Research helps leadership teams understand where resilience is strong, where there are brittle systems, and which interventions will make the most difference before events force the issue.
"We do not ask employees how they feel. We measure how the organisation physically functions. This removes bias and provides a forensic baseline for the Board." — Neil Fogarty Research
Our Guiding Principles
Neil Fogarty Research operates as an independent advisory practice. Recommendations are based solely on our assessment of the evidence and our professional judgement. We do not take referral fees, sales commissions or success fees linked to particular tools, vendors or outcomes.
Evidence before narrative
Culture work is done with clients, not to them. The starting point is attentive listening and understanding of how they see their organisation, then testing that narrative against observable signals rather than pushing a ready-made story. Collaboration shows up in how problems are framed together and how findings are translated into actions that fit the client's context.
Social architecture over slogans
The focus is on the organisation's social architecture - how influence, decisions and constraints really flow - rather than Values As Wallpaper like on posters or campaigns. Acting as a critical friend, you bring outside challenge and expertise while staying close enough to be practically useful, helping leaders see where the architecture supports or undermines the culture they say they want.
Respect for privacy and autonomy
Work is designed to protect individuals while making organisational patterns legible. Data is aggregated and de-personalised, and insights are used to change systems and contexts, not to single people out. That respect for autonomy underpins long-term, trust-based relationships: clients know that culture intelligence will not become a surveillance tool.
Bounded measurement
Numbers are always balanced with context, judgement and qualitative insight. Metrics exist to support sense-making and decisions, not to create league tables or spurious precision. This bounded measurement gives clients confidence that the analysis is rigorous but not reductionist, and that it will help them learn rather than box them in.
Adaptive learning and sense-making
Relationships are built for the long term: the ambition is to be a strategic partner and critical friend, not a one-off project vendor. Culture intelligence is used to help boards and executives notice patterns, test interventions and adapt over time, so the organisation becomes a learning system rather than one locked into periodic, pathological measurement exercises.
Ethics beyond compliance
Integrity, fairness and a strong moral compass sit underneath every engagement. Conflicts of interest are surfaced and managed, advice is independent, and recommendations are anchored in what is right for the client and its stakeholders, not in selling the next project. Acting with integrity, trust and respect is treated as the minimum, not the aspiration.
From Intervention to Architecture.
Our practice has evolved through three distinct phases of research, moving from individual psychology to the social architecture of organisations.
Behavioural Intervention
Based on early research into why contemporary psychometrics is flawed due to its reductionist approach and the use of forced questions and factor analysis, the practice began with a focus on Applied Psychology, placing individual and collective psychologies into context. This shift away from static - and, sometimes, discredited - psychometrics led to the delivery of live behaviour-change projects in the UK and Middle East.
During this period, we validated that "culture" is not an abstract feeling but a tangible output of how teams coordinate. Our work focused on helping leadership teams change how they made decisions in real-time, proving that small interventions in process could fundamentally alter behaviour.
Deep Technology & Psychology
The Gyral Era. As early as 2013, we had verified that generative conversations were better than question-sets for organisaitonal psychology and we invested heavily in both invention and innovation in the field of conversation-driven technologies, developing one of the first true AI psychotherapists.
This phase moved us beyond "snapshots" of psychology, mindset and behaviour as we could unobtrusively look at trends and patterns. We developed methods for the longitudinal tracking of psychological change, using language markers to map how attitudes and hidden risks evolved within a system over months and years, rather than relying on annual surveys.
Organisational Behavioural Economics
The integration of Social Architecture. Neil Fogarty Research is a spin-off from Gyral, using deep psychology Artificial Intelligence in our capacity as a pure advisory and research house, applying behavioural economics to organisational design.
The culmination of this research is the Resonance Framework. We support regulators, investors, and boards in decoding the human systems that drive value, using open-source intelligence and network analysis to audit culture from the outside in.