We’ve undertaken the most in-depth review of our culture in our history – here’s what we learned

The tragedies at Grenfell and the death of Awaab Ishak have left a lasting impact on us all. They exposed not just processes that failed, but systemic cultural gaps: voices not heard, concerns not acted on, people not speaking up or being ignored when they did.

Rebuilding trust isn’t just about the systems; it starts with strengthening the people within them. It calls for clarity, openness and leadership.

At Vico Homes, this recognition led us to take a step many organisations hesitate to take. With the backing of our board, we invited Nazir Afzal, the former chief prosecutor for the North West, and Rise Associates, the agency behind the Independent Culture Review of the London Fire Brigade, to undertake the most in-depth review of our culture in our history.

Few registered providers have subjected themselves to this type of scrutiny. But if we’re serious about delivering the homes that are needed, at pace, while enhancing safety and quality, we can’t afford to view ourselves through our own filter. We must be prepared to look at ourselves in full, with people in focus.

“No plan, however bold, will be realised without a culture that enables people to turn ambition into action”

The Better Social Housing Review put it clearly: housing associations must return to their core purpose and demonstrate that everything they do supports it. For us, that purpose is centred on people, providing safe, high-quality homes for the people who need them most and doing it at scale.

We have ambitious plans to deliver thousands more homes. But no plan, however bold, will be realised without a culture that enables people to turn ambition into action.

Are our people supported to work collaboratively? Do they feel empowered to make decisions? Are they encouraged to learn, challenge and improve? Are residents’ voices guiding decisions every day?

To answer these questions, we opened the organisation up to hundreds of honest conversations across development, asset management, customer services, corporate functions and customer-facing teams. We asked people what helps them do their best work and where culture creates barriers.

These conversations weren’t always comfortable. But they have told us what we need to know and, more importantly, where we can be better.

What emerged was clear. Culture is what makes pace possible. If we want to accelerate delivery without compromising standards, we must work as one united team, with clear shared expectations, clear communication and shared accountability. Silos slow us down. Ambiguity slows us down. Distant leadership slows us down.

The organisations that will thrive in the next decade will be the ones that build cultures where teams feel empowered to innovate, raise concerns early and challenge constructively. Cultures where leaders are visible, accessible and set a consistent tone. And cultures where residents’ voices shape decisions from the start, not only at the end.

“The sector is full of talented, committed people working hard to deliver homes and services under pressure. But commitment alone is not enough”

This is the cultural shift we’re now embedding. We’re creating an environment that empowers people, strengthens safety and keeps our focus on the residents we support.

That means aligning structures with accountability, investing in leadership at every level and creating the conditions for continuous improvement. It means being honest about what needs to change, not defensive. And it means recognising that culture is not a one-time project. It’s the foundation for success.

We know that external pressures, planning challenges and inflation aren’t going away. But we can choose the internal conditions to help overcome them. A strong culture helps our people to handle pressure. A weak culture adds to it.

The sector is full of talented, committed people working hard to deliver homes and services under pressure. But commitment alone is not enough. If we want to restore public trust, deliver more homes at pace and make the most of our opportunities, we must be prepared to examine ourselves honestly.

My experience, and our recent review, have reinforced my belief that successful organisations deliver best when they’re aligned, confident and united behind a clear purpose. That alignment begins with culture. If we get that right, we can deliver more homes, safer homes and better experiences now.

This is a challenge for the sector. Culture is not a secondary issue. It’s the foundation for our future.

Martyn Shaw, chief executive, Vico Homes