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Reputability is the leading consultancy specialised in reputational risk and its root causes.  Our research demonstrates that most major crises are predictable, particularly to well-informed outsiders; and most are avoidable. This is where our insights will bring you valuable foresight.

We offer education tailored to the needs of boards and senior leaders about the nature and importance of behavioural, organisational and reputational risks.  We guide them in responding to these issues. Reputability is outstandingly effective in this because of our unique blend of thought-leading research, experience and expertise.

Rethinking Reputational Risk: How to Manage the Risks that can Ruin Your Business, Your Reputation and You”, written by our Chairman Anthony Fitzsimmons and our late partner Professor Derek Atkins is a ground-breaking exposition of the field in which we work: behavioural, organisational, board and reputational risks.  The Financial Times review is here.




Our research shows that the root causes of most reputational damage and many corporate failures are behavioural, organisational and board risks. These fundamental vulnerabilities evade conventional risk analysis. Long-term success depends on leaders who understand and deal with these risks.

Using eight case studies, our book Rethinking Reputational Risk: How to Manage the Risks that can Ruin Your Business, Your Reputation and You explains and illustrates these risks, before outlining how to deal with them.
 
The Financial Reporting Council (FRC) Guidance on Risk expects companies it regulates to pay attention to behavioural, organisational and reputational risks. Such companies are expected to disclose and describe in detail Principal Risks including those with behavioural and organisational origins and reputational consequences

The FRC Guidance on Board Effectiveness expects boards to consider the long term and whether they, board committees and management have the skills knowledge and experience to be effective.  Skill gaps are to be filled.

Doing nothing is not an option.  The FRC's approach is soundly based on research into the causes of corporate failures.  Boards that ignore these changes run an increased risk of failure and reputational damage.


It is common to find that vulnerabilities with the potential to threaten the survival of a firm are well known to people within the firm - whilst the leadership remains in the dark. Internal politics, hierarchies, taboos, culture, incentives and glass ceilings often obscure these risks. This situation is made worse by the inability of people and organisations to see themselves as others can – what psychologists call cognitive biases.

We call this the ‘Unknown Knowns’ problem.

Our report, ‘Deconstructing failure – Insights for boards’ confirms that previously unrecognised classes of behavioural and organisational risks both cause crises and tip them into reputational catastrophes. The report goes further, finding patterns and concluding that these potentially lethal risks typically have their origins in the board.

It is especially difficult for boards to uncover these destructive risks because classical risk management hasn’t evolved far enough to find them. That is how boards find themselves with a dangerous hole in the risk management systems for which they are ultimately responsible.  And it is why the widely promoted 'Three Lines of Defence' risk management model gives boards a dangerous delusion of security.

Board Vulnerability Evaluation is a new tool designed to help boards to see into this foggy area.




We combine confidential peer review with the know-how we have accumulated from extensive research into reputational risk and its behavioural and organisational drivers. We add the experience each of us has gained in senior roles, in diverse fields over many decades, to bring you fresh and compelling insights.

We use two main approaches.   

We help boards, executives and risk leaders to develop an 'informed outsider' perspective which can reveal previously unrecognised risks and opportunities.  This underpins our powerful approach to board effectiveness evaluations, which is rooted in the substance of boardroom life rather than processes.

To back this up in depth, we also provide tailored education for boards and risk professionals so that they gain the skills needed to meet the FRC’s expectations in this area.




Our multi-disciplinary team shares deep and broad know-how which has been accumulated through diverse careers and thought-leading research. Each of us brings to bear a lifetime's experience and a different perspective to consideration of your issues.

Together we can offer clear insights and an attractive and persuasive proposition to all those who are seeking protection from, and mitigation of, reputational risk.

View the biographies of our team to see more:-

Anthony Fitzsimmons

Anthony read engineering at Cambridge, then became a solicitor specialising in international liability and insurance law.  He spent decades in a City firm specialised in handling international disasters, pioneering strategies to manage the legal fallout whilst minimising client reputational damage.  

After retiring from the law, Anthony founded Reputability, of which he is Chairman.  He is co-author of ‘Roads to Ruin’, the seminal Cass Business School report for Airmic and lead author of "Rethinking Reputational Risk: How to Manage the Risks that can Ruin Your Business, Your Reputation and YouHe is a regular speaker. 

He contributed to the development of the FRC's Guidance on Risk Management and on Board Effectiveness especially as regards reputational, board, organisational and behavioural issues and related subjects.  His commentaries on these can be found here and here 

Rethinking Reputational Risk

Rethinking Reputational Risk



Our Board Effectiveness Evaluation focuses on helping boards to avoid the common pitfalls that bring down boards and companies time after time. Our experience leads us to focus on two gateways. 
 
The first is ineffective communications between the board, the executive team and staff. With its roots usually found in unrecognised aspects of board-level culture, tone and behaviour patterns, one regular result is damaging issues that that staff and well-informed outsiders can identify in advance but leaders cannot see, or are unable to internalise, until it is too late.

The second is functional diversity. This is about the breadth, nature and distribution of skills, knowledge, experience, perspective and character traits within the board. This is not the same as gender and ethnic diversity. Resolving gender and ethnic diversity issues sometimes helps a little but rarely provides a solution.

We help boards to apply the insights gained from our evaluation to the practical world in which they operate. 

We also provide workshops and seminars on reputational risk and its behavioural and organisational risk drivers as well as a suite of diagnostic tools to find and map these risks.

For a confidential preliminary discussion please contact Anthony Fitzsimmons via 020 7998 8140 or ajef {at} reputability {dot} co {dot} uk



  • "You scored 99%" - equivalent to a score of 4.95 out of 5 overall

    Company Secretary who had commissioned board seminar on reputational, behavioural and leadership risk

  • "Very interesting perspective on risk and how it should be addressed at board level"

     Board Member reflecting on board seminar on reputational, behavioural and leadership risk.

  • Looking back a year after our Vulnerability Evaluation: "You were spot on"

    C-suite executive




  • "The feedback on [Anthony Fitzsimmons] was highly favourable.  A lot of plaudits for the content and delivery of [his] talk."

    Organiser of Keynote speech to senior management professionals

  • "Splendid performance in front of our highly appreciative NED audience. ... You conveyed your message in a clear and highly convincing manner which obviously impressed the delegates. ...  After your delivery many of the attendees used the same words ... "enjoyable" and "thought-provoking"."

    Organiser of Keynote speech to NED forum

  • "Anthony Fitzsimmons [is a] corporate reputation sage"

    Maggie Pagano writing in 'Board agenda'




  • "Timely... valuable ... direct"

    C-suite FTSE100 on corporate resilience evaluation

  • "Quite superb. You packed a great deal into the short period available."

    Senior Actuary and Active Investor

  • ''It exceeded my expectations and we now have something to build upon. As I said, the timing could not have been better''.

    Non Executive Director of an international energy company on board vulnerability workshop




  • ''Let me thank you cordially for your excellent workshop [for Chief Risk Officers] on organisational and behavioural risk management. We had planned your contribution to be the climax of the event, and so it was.''

    - Organiser of International Round Table for Insurance Chief Risk Officers

  • ''Many thanks again for your presentation.......we got very positive feedback from the Committee members, who found your presentation highly interesting, relevant and well presented.''

    - Intergovernmental Conference organiser

  • ''I thought it was a (well moderated!) fascinating discussion and it was great to get so many different perspectives. ..This topic is obviously relevant to a large number of boards and I suspect we're at the beginning of a significant change in the way they address their duties''.

    - Venture Capitalist




  • ''Your presentations were uniformly well received and highly valued. We are most grateful to you all for making this event such an unqualified success......The feedback from delegates was uniformly positive. ''

    Organiser of training event for Non-Executive Directors

Blog

Reputability LLP are pioneers and leaders in the fields of behavioural, organisational and reputational risk. We help business leaders to find the widespread but hidden behavioural and organisational risks that regularly cause reputational disasters.  Our process also helps them to find unrecognised strengths.

Here are our thoughts on some recent stories which have captured our attention. We are starting to include views from guest bloggers.  We are always interested to know what you think too.

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Please get in touch if there’s anything you’d like to discuss – in confidence, of course.
You can call us on +44 (0)7876 545 395 or email us at enquiries@reputability.co.uk

Reputability LLP
Adam House, 7-10 Adam Street, London, WC2N 6AA
T:+44 (0)7876 545 395
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