One of the things I value about being the CEO of the IFoA is the clarity of accountability to our membership. It provides a clear line of sight for the things we do, what the organisation aims to achieve, and what I expect to be judged against.
When we launched the IFoA’s new five-year strategy, we knew our success would hinge on ensuring that our members were at the forefront of all that we do, and that our culture (‘the way we do things’) had this as second nature.
At this time last year, with the development of the IFoA’s 2020-24 strategy in its final stages, we began to revisit what our ‘purpose’ is, knowing how critical this would be in setting our ambition and in the way we deliver it.
There are lots of ways to define ‘culture’; one I favour is ‘the way we do things’. I joined the IFoA to support its transformation and I know that it is unachievable without the right member-centric culture.