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BEHAVIOURAL RISK INDEX
A NEW
LENS ON EXECUTIVE BEHAVIOUR
Organisations don’t fail overnight — they fail when leaders’ decisions and behaviours, repeated over time, create blind spots and vulnerabilities. The Behavioural Risk Index (BRI) is our proprietary framework for identifying, measuring, and addressing these risks before they escalate into systemic failures.
The BRI consolidates 13 proven failure pathways into a single evaluative tool. It enables boards, investors, and executive teams to quantify behavioural risks with the same rigour used to assess financial or operational risks.
HOW THE INDEX WORKS
The result is a clear, data-backed profile of where your leaders strengthen resilience — and where their behaviours expose the organisation to hidden risks.
The result is a clear, data-backed profile of where your leaders strengthen resilience — and where their behaviours expose the organisation to hidden risks.
01.
ASSESSMENT
We map executive decision-making against the 13 failure pathways.
02.
WEIGHTING
Each pathway is scored for relevance and severity in the context of your industry.
03.
INDEX SCORE
Results are consolidated into a behavioural risk score, providing an at-a-glance view of organisational health.
04.
ACTION PLAN
Insights are converted into mitigation strategies and leadership development roadmaps.
WHY IT MATTERS
TRADITIONAL RISK FRAMEWORKS OVERLOOK BEHAVIOUR
Financial and operational risks are measured constantly, but the human decisions driving them are rarely quantified.
BEHAVIOUR IS THE ROOT CAUSE
Strategy derailment, culture breakdown, and governance crises all begin with executive choices.
STAKEHOLDERS DEMAND TRANSPARENCY
Investors, regulators, and boards are increasingly holding leaders accountable for behavioural risks.
The BRI fills this gap, enabling organisations ‘to act before behavioural risk turns into failure
SECTOR APPLICATIONS
The BRI is designed to adapt — recognising that different sectors face different behavioural risk profiles.
For the Automotive sector, where unprecedented technological shifts and intricate global supply chains converge, Behavioural Risk at the executive level is a paramount, yet frequently overlooked, determinant of success. The rapid evolution towards electrification, autonomous driving, and connected vehicles demands a leadership team capable of navigating significant R&D investments, managing immense product safety implications, and fostering a culture of rapid adaptation. Unaddressed behavioural vulnerabilities – such as resistance to disruptive innovation, biases towards traditional internal combustion engines, or a failure to foster transparency in quality issues – can lead to costly delays in market entry, devastating recalls, severe reputational damage, and an inability to pivot effectively in a fiercely competitive landscape. Our insights provide automotive leaders with a crucial, data-driven lens to understand and mitigate these human-centric risks, ensuring their collective foresight and decision-making drives innovation and safeguards brand integrity amidst transformative change.
Success hinges on an agile response to rapidly shifting consumer preferences, intense competition, and the paramount importance of brand reputation. Here, Behavioural Risk at the top management level is incredibly impactful. Leadership teams must constantly innovate, accurately interpret market signals, and maintain impeccable ethical conduct in a highly transparent world. Unaddressed behavioural vulnerabilities – such as a collective resistance to abandoning outdated product lines, biases in interpreting consumer data, a failure to foster true collaboration between R&D and marketing, or a reluctance to embrace sustainable practices – can lead to missed trends, brand erosion, product failures, and a significant loss of market share. Our insights provide consumer product leaders with a crucial, data-driven understanding of these human-centric risks, enabling them to foster a culture of agile decision-making, protect brand integrity, and consistently deliver what the evolving consumer demands.
For the Retail, Wholesale, and Distribution sector, where razor-thin margins, complex supply chains, and evolving consumer expectations converge, Behavioural Risk is a critical, yet often unexamined, factor in operational efficiency and sustainable growth. The collective behavioural DNA of top teams profoundly influences everything from accurate demand forecasting and inventory management to the seamless adoption of omnichannel strategies and the ethical conduct of global sourcing. Unaddressed behavioural vulnerabilities – such as a reluctance to invest in new logistics technology, biases in interpreting vast sales data, or a failure to foster transparency across the supply chain – can lead to costly stockouts or overstocks, inefficient last-mile delivery, damaged customer relationships, and a significant erosion of trust and profitability. Our insights provide leaders in this dynamic sector with a unique, data-driven lens to identify and mitigate these human-centric risks, ensuring their operations remain agile, customer-centric, and resilient amidst constant disruption.
For the Industrial Products and Construction sector, defined by large-scale projects, intricate supply chains, and paramount safety requirements, Behavioural Risk at the executive level is a critical, often overlooked, determinant of success. The collective behavioural DNA of top teams profoundly influences project bidding accuracy, adherence to stringent safety protocols, investment in critical R&D, and the timely adoption of new technologies and materials. Unaddressed behavioural vulnerabilities – such as over-optimism leading to project cost overruns and delays, a collective complacency towards safety regulations, resistance to integrating innovative construction methods, or biases in managing complex supplier relationships – can lead to significant financial penalties, reputational damage, and, most critically, compromised safety standards. Our insights provide leaders in these foundational industries with a unique, data-driven lens to understand and mitigate these human-centric risks, ensuring projects are more likely to be delivered safely, on time, and within budget, fostering a culture of precision and resilience.
For the Mining and Metals sector, characterised by high capital intensity, challenging operational environments, and immense scrutiny on safety and environmental stewardship, Behavioural Risk at the top echelon is a critical, often hidden, vulnerability. Leadership teams in this industry face immense pressure to deliver long-term projects, manage volatile commodity prices, and secure a social license to operate, all while ensuring the highest safety standards. Unaddressed behavioural vulnerabilities – such as collective over-optimism in project forecasting, a reluctance to invest adequately in cutting-edge safety technologies, biases impacting environmental compliance decisions, or a failure to genuinely engage with local communities – can lead to catastrophic accidents, significant environmental damage, escalating regulatory fines, and irreparable harm to reputation and investor confidence. Our insights provide leaders in Mining and Metals with a crucial, data-driven understanding of these human-centric risks, empowering them to foster a robust safety culture, ensure ethical operations, and drive sustainable value in an inherently high-stakes global industry.
For the Energy and Chemicals sector, characterized by high-hazard operations, immense capital investments, and a demanding transition towards sustainability, Behavioural Risk at the executive level is a paramount yet frequently underestimated factor. Leadership teams here must navigate stringent safety and environmental regulations, manage volatile global markets, and steer complex, long-lifecycle projects, all while embarking on a fundamental shift towards cleaner energy sources and sustainable chemical processes. Unaddressed behavioural vulnerabilities – such as a collective over-reliance on established practices, a failure to foster true transparency in safety culture, biases in assessing new energy technologies, or a reluctance to fully embrace stringent environmental compliance – can lead to catastrophic accidents, significant regulatory penalties, reputational damage, and an inability to adapt to the imperatives of energy transition. Our insights provide leaders in this critical sector with a unique, data-driven understanding of these human-centric risks, empowering them to drive innovation, ensure impeccable safety records, and secure a resilient, sustainable future.
For the Power, Utilities, and Renewables sector, which forms the very backbone of modern society, Behavioural Risk at the executive level is an acutely critical factor with far-reaching implications. This sector operates vital, often monopolistic services, demands immense capital investment in long-lifecycle infrastructure, and is undergoing an unprecedented transition towards decarbonization and smart grids. Unaddressed behavioural vulnerabilities within top teams – such as resistance to investing in cutting-edge renewable technologies, biases in assessing new grid resilience solutions, a failure to foster transparency in public safety protocols, or an inability to adapt to evolving regulatory landscapes – can lead to critical service disruptions, major capital expenditure overruns, significant delays in energy transition, and a profound erosion of public trust. Our insights provide leaders in this essential sector with a unique, data-driven understanding of these human-centric risks, empowering them to ensure service reliability, drive sustainable innovation, and secure the foundational infrastructure for a future-ready society.
For the Banking and Capital Markets sector, where global financial stability, immense capital flows, and intense regulatory scrutiny converge, Behavioural Risk at the executive level is arguably the most critical, yet often unquantified, determinant of long-term success. Leadership teams in this industry must constantly navigate volatile markets, make high-stakes investment decisions, and ensure impeccable ethical conduct amidst immense pressure. Unaddressed behavioural vulnerabilities – such as collective biases in risk-taking, overconfidence in trading strategies, a failure to foster true transparency in compliance, or a reluctance to challenge an ingrained "deal-driven" culture – can lead to catastrophic financial losses, systemic regulatory fines, severe reputational damage, and an erosion of public trust. Our insights provide leaders in this fundamentally important sector with a unique, data-driven understanding of these human-centric risks, empowering them to strengthen their risk culture, ensure robust governance, and safeguard financial stability for all stakeholders.
For the Insurance sector, which thrives on meticulous risk assessment, robust claims management, and deep customer trust, Behavioural Risk at the executive level is a singularly vital, yet often unquantified, determinant of long-term stability and profitability. Leadership teams in this industry must constantly navigate complex regulatory landscapes, manage vast investment portfolios, and adapt to emerging risks like climate change or cyber threats. Unaddressed behavioural vulnerabilities – such as biases in underwriting new policies, collective over-optimism in assessing long-tail liabilities, a failure to foster transparent claims processes, or a reluctance to embrace digital transformation for enhanced customer experience – can lead to significant capital inefficiencies, regulatory penalties, loss of policyholder trust, and a missed opportunity to innovate and compete. Our insights provide insurance leaders with a unique, data-driven understanding of these human-centric risks, empowering them to strengthen risk culture, ensure ethical conduct, and build enduring resilience in a highly regulated and rapidly evolving market.
For the Investment Management sector, where fiduciary duty, market volatility, and performance pressure are constants, Behavioural Risk at the executive level is an acute and omnipresent threat to alpha generation and client trust. Leaders in this industry are continuously making high-stakes decisions regarding asset allocation, portfolio construction, and risk appetite, often under intense scrutiny and in the face of complex, ambiguous market signals. Unaddressed behavioural vulnerabilities – such as collective overconfidence in specific strategies, susceptibility to herd mentality during market swings, biases in interpreting complex data, or a reluctance to challenge underperforming assets due to loss aversion – can lead to suboptimal investment outcomes, significant capital misallocations, regulatory breaches, and a critical erosion of investor confidence. Our insights provide investment management leaders with a unique, data-driven understanding of these human-centric risks, empowering them to cultivate a resilient risk culture, enhance investment decision-making, and ensure their collective actions consistently align with long-term client value and ethical standards.
For the Real Estate sector, characterized by high capital outlays, long development cycles, and cyclical market volatility, Behavioural Risk at the executive level is a profound, yet often unquantified, determinant of investment success and project viability. Leadership teams in this industry must constantly make high-stakes decisions regarding acquisitions, development, and portfolio management, often under pressure from market fluctuations and complex regulatory frameworks. Unaddressed behavioural vulnerabilities – such as collective over-optimism in market forecasts, anchoring biases to past valuations, a failure to adapt quickly to changing demand patterns, or a reluctance to challenge ethical shortcuts in planning and construction – can lead to costly project delays, significant financial losses, damage to professional reputation, and missed opportunities in emerging trends like sustainable development. Our insights provide real estate leaders with a unique, data-driven understanding of these human-centric risks, empowering them to optimize decision-making, enhance project delivery, and build long-term value and resilience in a dynamic and capital-intensive market.
For the Central Government sector, charged with upholding public trust, delivering critical services, and shaping national policy, Behavioural Risk within senior leadership is a profoundly significant and often unquantified factor in effective governance. Operating amidst intense public scrutiny, vast budgets, and complex political cycles, leadership teams must navigate intricate policy-making, manage large-scale project delivery, and ensure unwavering ethical conduct. Unaddressed behavioural vulnerabilities – such as biases leading to suboptimal policy choices, collective resistance to necessary bureaucratic reform, short-termism driven by political cycles, or a failure to foster transparency in crisis management – can lead to costly project overruns, diminished public trust, inefficient resource allocation, and ultimately, a failure to deliver on vital public service mandates. Our insights provide Central Government leaders with a unique, data-driven understanding of these human-centric risks, empowering them to enhance policy effectiveness, strengthen accountability, and build a more responsive and resilient public sector.
For the Defence, Security, and Justice sector, where decisions carry immense weight for national safety, human rights, and the rule of law, Behavioural Risk at the top leadership level is paramount and can have catastrophic consequences if unaddressed. These sectors operate under extreme pressure, often involving highly classified information, complex multi-agency collaboration, and the constant threat of crisis. Unaddressed behavioural vulnerabilities – such as a collective over-reliance on hierarchy that stifles critical dissent, cognitive biases in intelligence assessment under pressure, a failure to foster transparency in accountability, or a reluctance to adapt to evolving threats and technologies – can lead to strategic miscalculations, operational failures, breaches of ethical standards, and a profound erosion of public trust. Our insights provide leaders in Defence, Security, and Justice with a unique, data-driven understanding of these human-centric risks, empowering them to strengthen decision-making in high-stakes environments, uphold integrity, and ensure the long-term effectiveness and resilience of critical national functions.
For the Higher Education sector, where academic excellence, research integrity, and student success are fundamental to societal progress, Behavioural Risk within top leadership is a uniquely critical and intricate factor. This industry operates under intense scrutiny, navigating complex governance structures, persistent funding pressures, rapid technological shifts in learning, and evolving societal expectations around diversity, inclusion, and graduate outcomes. Unaddressed behavioural vulnerabilities – such as a collective resistance to pedagogical innovation, biases influencing faculty appointments or research funding, a failure to foster transparent and equitable governance, or a reluctance to proactively address issues impacting student mental health and wellbeing – can lead to a decline in academic reputation, compromised research integrity, reduced student satisfaction, ethical breaches, and a significant erosion of public trust and financial viability. Our insights provide Higher Education leaders with a distinctive, data-driven understanding of these human-centric risks, empowering them to cultivate a dynamic learning environment, safeguard institutional values, optimize resource allocation, and ensure the consistent delivery of world-class education and impactful research.
For the Health and Human Services sector, where the paramount concerns are patient safety, client well-being, and the equitable delivery of essential services, Behavioural Risk within top leadership is a profoundly critical and often complex challenge. Operating under immense pressure from resource constraints, evolving public health crises, and stringent regulatory demands, leadership teams must make high-stakes decisions that directly impact lives and uphold public trust. Unaddressed behavioural vulnerabilities – such as a collective resistance to adopting new technologies like telehealth, biases impacting resource allocation in times of scarcity, a failure to foster transparency in reporting adverse events, or a reluctance to challenge deeply ingrained practices that hinder patient-centric care – can lead to medical errors, service delivery failures, ethical breaches, and a significant erosion of public confidence. Our insights provide leaders in Health and Human Services with a unique, data-driven understanding of these human-centric risks, empowering them to enhance patient safety, optimize service quality, ensure equitable access, and build truly resilient systems for the well-being of all.
For the Infrastructure, Transport, and Regional Government sector, responsible for the arteries of national economies and the foundational services of communities, Behavioural Risk within senior leadership is a critical, often underestimated, factor influencing public safety, efficiency, and long-term sustainability. These sectors are characterized by immense capital projects, complex multi-stakeholder environments, and direct public accountability, all while navigating challenges like climate change adaptation and rapid technological shifts. Unaddressed behavioural vulnerabilities – such as over-optimism leading to significant project cost overruns and delays, a collective resistance to integrating smart city technologies, biases in resource allocation driven by short-term political cycles, or a failure to foster seamless cross-agency collaboration – can lead to critical service failures, erosion of public trust, and a long-term inability to deliver essential infrastructure and transport networks that meet future demands. Our insights provide leaders in this vital sector with a unique, data-driven understanding of these human-centric risks, empowering them to optimize project delivery, enhance public safety, and build more resilient and future-ready communities.
For the Healthcare sector, where patient safety, clinical excellence, and the ethical delivery of care are paramount, Behavioural Risk within top leadership is an acutely critical and complex factor. This industry operates under intense scrutiny, grappling with resource constraints, rapid technological advancements, and the immense pressure of directly impacting human lives. Unaddressed behavioural vulnerabilities – such as a collective resistance to adopting evidence-based practices, biases in clinical decision-making, a failure to foster transparent communication across interdisciplinary teams, or a reluctance to address issues contributing to staff burnout – can lead to preventable medical errors, compromised patient outcomes, ethical breaches, and a significant erosion of public trust. Our insights provide healthcare leaders with a unique, data-driven understanding of these human-centric risks, empowering them to cultivate a robust safety culture, optimize resource allocation, and ensure the consistent delivery of compassionate, high-quality care.
For the Life Sciences sector, encompassing pharmaceuticals, biotechnology, and medical devices, where innovation, stringent regulation, and profound ethical considerations converge, Behavioural Risk within executive leadership is a truly foundational concern. The industry's success hinges on long, capital-intensive R&D cycles, navigating complex global approval processes, and maintaining unwavering public trust in products that directly impact human health. Unaddressed behavioural vulnerabilities – such as a collective over-optimism in drug trial outcomes, biases in interpreting complex scientific data, a reluctance to divest from failing research projects, or a failure to uphold absolute ethical standards in clinical trials and commercialization – can lead to costly R&D failures, significant regulatory penalties, devastating reputational damage, and, most critically, compromised patient safety. Our insights provide Life Sciences leaders with a unique, data-driven understanding of these human-centric risks, empowering them to drive innovation responsibly, ensure rigorous compliance, and build enduring trust with patients and stakeholders globally.
For the Technology sector, defined by its relentless pace of innovation, intense competition for talent, and the profound societal impact of its products, Behavioural Risk within executive leadership is an exceptionally critical and dynamic factor. Leadership teams in this industry must constantly navigate disruptive technologies, secure vast amounts of sensitive data, foster cultures of rapid iteration, and contend with increasing scrutiny regarding ethical AI and platform responsibility. Unaddressed behavioural vulnerabilities – such as a collective resistance to disrupting their own successful products, biases in interpreting complex user data, a failure to prioritize data privacy and cybersecurity by design, or a reluctance to challenge a "move fast and break things" mentality – can lead to missed market opportunities, costly product failures, severe reputational damage from ethical lapses, and an inability to attract and retain the world-class talent essential for sustained growth. Our insights provide Technology sector leaders with a unique, data-driven understanding of these human-centric risks, empowering them to drive responsible innovation, maintain competitive agility, and build enduring trust in a rapidly evolving digital landscape.
For the Telecommunications, Media, and Entertainment sector, characterized by relentless technological disruption, rapidly evolving consumption habits, and the paramount importance of content and customer engagement, Behavioural Risk within executive leadership is a profound and often overlooked threat. Top teams in this dynamic industry must continually navigate the shift from traditional to digital models, make high-stakes decisions on content investment and platform strategy, and uphold brand integrity in a highly public and scrutinized environment. Unaddressed behavioural vulnerabilities – such as a collective resistance to abandoning lucrative legacy business models, biases in interpreting complex audience data, a failure to prioritize data privacy and cybersecurity by design, or a reluctance to address ethical concerns in content creation – can lead to missed market opportunities, significant customer churn, costly regulatory penalties, and irreparable damage to brand reputation and trust. Our insights provide leaders in the TME sector with a unique, data-driven understanding of these human-centric risks, empowering them to drive agile innovation, optimize content and network strategies, and build enduring customer relationships in a constantly transforming landscape.
USE CASES
01.
BOARDS
Independent oversight of leadership behaviour.
02.
INVESTORS
Pre and post-investment risk evaluation
03.
EXECUTIVES
Personal development and team resilience mapping.
04.
REGULATORS
Evidence-based behavioural oversight.
With the Behavioural Risk Index, organisations gain visibility where it matters most — into the leadership behaviours shaping their future. It’s not just about preventing failure; it’s about building resilience, trust, and long-term value.
