Jason Reynolds, of the Quantum Movement, develops organisational architecture with firms across a range of industries.

Too many people were talking about the culture and conduct of an organisation and claimed to be doing the right things but could not back it up with any real evidence of what that meant in practice, he said.

“That’s a big part of the problem everyone is talking about it and has an opinion but no one knows how to take action.”

Businesses had to focus on people and their clients' needs.

"These things should be all part of the functions of the business, the operation of the business, the integrity of the organisation."

Until people got to a genuine understanding of what they needed to do themselves, nothing was going to change, he said.

Too many people were focusing on the idea of a business as a whole rather than the people within it.

Individuals needed to be empowered to enact change, he said. "They need to get to the core issue that everyone in the room needs to be well equipped to do it. We can keep examining around the edges or we can get to the core of it. We can keep talking about it but if we don't get to the point of genuine understanding nothing is going to change."

People should operate with a system of personal governance, he said. "In the same way regulators are coming down on the industry individuals need to come to the same level of accountability rather than passing the blame."

Many were reluctant for fear they would get it wrong, he said. "People are in a situation where they want to be told what to do rather than to choose."