work for every firm in every circumstance. that said, standardized metrics will help in assessing changes over time and across firms. the uk banking standards board ( bsb ), for example, provides one lens on assessing culture change for a broad crosssection of financial service firms operating in the u. k. 10 i believe diagnostic tools like this are an important part of the cultural assessment toolkit. moreover, firms and the official sector need to evaluate a wide range of behaviors, signals, and outcomes to draw the most robust conclusions about the depth and pace of culture reform. i think it is critical for both firms and the official sector to continue to experiment with new approaches to assessing culture change, to collect and build new forms of data and measurement, to develop qualitative assessments to complement quantitative ones, to use new techniques and technology to understand how a firm ’ s culture and conduct are changing, and to continue adapting and course correcting to a sustainable business strategy as the operating environment evolves. influence fostering productive behavioral change is at the heart of culture reform. behavior, in turn, is driven by a multifaceted set of factors including incentives, cues from peers, observations about leaders, and formal policies and procedures. most of us are not experts in human behavior, so i believe we should be open to incorporating lessons from behavioral economics and other social sciences into programs to mitigate conduct risk and promote cultural change. behavioral economics blends psychology and economics to provide insight into why individuals may behave in a certain way and make decisions that may not be in their own economic best interest. for example, individuals often make choices that provide immediate recognition or satisfaction — higher status within a peer group, for example — often at the cost of a potentially better financial outcome in the long term. this type of human behavior is at the core of the complexity of culture reform. lessons from the field have increased understanding of where decision - making can depart from economic expectations. sometimes, these lessons have been used to create circumstances and environments that positively influence individual outcomes by “ nudging ” individuals to better choices. 11 these nudges, in turn, help reinforce acceptable behavioral norms, and ultimately a firm ’ s culture. how can we nudge in order to reduce misconduct risk? more broadly, how can the financial services sector, including firms and supervisors, leverage insights from the social sciences to promote environments that foster healthy group behavioral patterns with better decision - making? technology the promise of new technology and big data for financial

institutions is everywhere we look. 3 / 5 bis central bankers'speeches from artificial intelligence to machine learning to natural language processing, there seems to be unlimited potential for more efficient operations, better analytics and more accurate predictions, and more personalized product development. but, how will advances in technology, particularly the adoption of new technologies, such as artificial intelligence, influence the behavioral risks associated with human decision - making? and how does technology introduce new risks that prompt a rethinking of responsibility and customer relationships — especially with regard to privacy and information security? moreover, the disruptive potential of innovation is likely to exacerbate an already complex environment as decision - making becomes more opaque and new roles and responsibilities are introduced. for example, what will effective governance and risk management look like? do artificial intelligence and machine learning introduce new model risk? or operational risk? or conduct risk? what does it mean to supervise or regulate conduct if decisions are made by selflearning algorithms? more broadly, what culture and conduct risk will be embedded in technology - driven financial services in the future? these are hard questions for financial firms and for the official sector, and our approach to the reform of financial industry culture will need to address them. conclusions to return to the beginning of this discussion, culture reform in finance is a complex problem. causal relationships are difficult to isolate, linkages are constantly changing, and accurate prediction is impossible. that does not mean that we are powerless, or that we should accept complexity as an excuse for not trying to foster change. rather, we need a long - term commitment that brings the appropriate tools and approaches to bear. the costs and potential consequences of market failures associated with misconduct risk and culture suggests that it is vitally important that we do so. both financial firms and the official sector should focus attention on investigating and asking questions to better understand the underlying drivers, motivations and risks behind the behaviors of individuals and groups. we should ensure that we look at behaviors and outcomes from multiple perspectives, so we can gain a more robust understanding of the operating environment as a whole. no single perspective is likely to provide all of the insights. experimentation and iteration, use of narrative and story - telling, and innovative methods for harnessing diversity of perspective are thought to be effective ways of tackling complex problems and we all need to innovate, adapt and seek new approaches. 12 i think this focus on conduct and culture is entirely consistent with a traditional supervisory focus on resilience, both