Key considerations on how financial services firms can demonstrate, with credible evidence, that culture drives real-world decisions – especially when commercial pressure is at its highest.
Proof that a firm’s Consumer Duty culture is effective in practice ultimately lives in operations, within the day-to-day activities of staff. But how do you credibly demonstrate that your firm’s culture is genuinely delivering for your customers – and that your people are competent to provide good outcomes?
In our March 2026 webinar with Ocorian, we polled 706 senior financial services professionals and asked them about their current Duty challenges:
- 56% of participants polled said that ‘monitoring outcomes with meaningful data’ was the hardest aspect for firms to evidence under Consumer Duty.
- Participants also ranked ‘commercial pressure overriding good judgement’ and ‘poor ownership of recurring problems’ as the key cultural factors creating the greatest risk to good customer outcomes.
In this e-guide, we discuss how firms can:
- Pivot from tracking activities to measuring actual outputs and answering the “so what” behind customer outcomes.
- Shift from measuring training delivery to providing the board with tangible proof that staff at all levels are truly competent, supported and equipped to deliver the Duty.
- Evolve Management Information (MI) to actively evidence where good outcomes are happening.
- Ensure data doesn’t just sit in reports but reaches the right committees and decision-makers to trigger an escalation or fix.
- Move away from one-off gap-filling and embed a permanent mindset of constant monitoring, continual assessment, and proactive refinement.
