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Implementing the right culture is good business, and conversely, allowing a poor culture to develop can damage the reputation of the organisation, expose Directors and Officers to personal risk and destroy owner and shareholder value.  There is compelling evidence that people issues are at the core of organisational perfomance, yet in so many cases, cultural failures are at the centre of sub-optimal performance.  Complex people problems require a careful strategy and a commitment to innovation to assure the survival of the organisation and the health of employees.

Self insured organisations have the opportunity to drive bottom line growth through prudent investment in a holistic, principled approach to Talent Management and Risk Management more broadly.  The science is available and the demand is there.  It is the vision of the Board and a commitment to drive change at the C-level that is needed for this to be realised.

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