Sector Dynamics.
We apply organisational behavioural economics to sectors where culture, governance, and regulation intersect. The work is to understand how your social architecture actually operates under pressure, and how it can be adjusted so that the behaviours you rely on are the ones your system makes easiest.
Across accountancy, banking and capital markets, legal, healthcare, and the public sector, we focus on situations where culture and behavioural risk are already shaping performance, trust, and regulatory attention – often more strongly than formal structures – and where leadership needs decision‑ready insight rather than generic advice.
Why sectors matter.
The patterns of culture and behaviour differ across industries, but the underlying questions remain constant:
- What are people being paid, implicitly and explicitly, to care about?
- How do formal structures, social architecture, and shadow rules interact?
- Where does the current architecture make it easier to satisfice than to do the right thing?
Our primary sectors.
Banking and capital markets
In banking and capital markets, small behavioural patterns scale quickly into conduct, prudential, and reputational risk. We help boards and executives understand how social architecture and bounded rationality shape culture and behavioural risk, and how to evidence this to regulators and investors.
Explore banking and capital marketsLegal sector
In legal partnerships, client pressure, partner economics, and professional duties intersect in ways that formal governance does not always capture. We work with leadership to surface the real culture and behavioural risks, from AML and sanctions to the "shadow rules" around rainmakers and escalation.
Explore the legal sectorAccountancy and audit
For accountancy and audit firms, regulators increasingly treat culture, scepticism, and non‑financial misconduct as central to audit quality and public trust. We help firms see beyond performative culture assessments, connecting everyday behaviours to audit quality, conduct, and governance expectations.
Explore accountancy and auditHealthcare
In healthcare, culture, leadership, and everyday behaviour directly affect safety, learning, and trust. We work with boards and systems to understand how learning culture, "closed cultures", and duty of candour are actually lived, and how that connects to well‑led and regulatory expectations.
Explore healthcarePublic sector
Public bodies operate under political, fiscal, and media pressure, with complex accountabilities and high expectations on openness and learning. We help leaders understand how culture and behaviour shape risk, delivery, and public trust across departments, agencies, and systems.
Explore the public sectorSocial housing
Social landlords now face stronger consumer standards, Tenant Satisfaction Measures and a new Competence and Conduct Standard. We help boards turn “responsible landlord” promises into evidenced culture - connecting staff behaviours, tenant experience and merger-driven culture risk to regulatory expectations and financial impact.
Explore the social housingStart the conversation.
In each sector, our work is anchored in live issues - regulatory findings, incidents, or anticipated change - rather than generic models.
We usually begin with a sector‑specific briefing anchored in your current regulatory and organisational context.