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Richard B _CW_2348_1080px Richard Badley

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Feb 10 2026

How B Corp impacts Culture

SMRS _CW_9780-1

SMRS are proud to be B Corp accredited.

But it’s not just a badge we wear; it’s a reflection of how we work, what we prioritise, and how we make decisions. It’s a commitment to something bigger.

Becoming a B Corp didn’t make us suddenly care about impact. It gave structure, discipline, and direction to what we already believed: that organisations can—and should—be a force for good, without compromising performance.

For us, B Corp reinforces a culture where people have agency, where transparency is expected, and where impact is considered—not assumed.

It raises our bar. And keeps it raised.

How B Corp plays out in our organisational culture

The impact is shown in how we design work that is inclusive, responsible and human. It impacts how we choose partners, projects and priorities, and in how we hold ourselves accountable, not just to our clients and shareholders, but to each other.

The very underpinnings of the B Corp accreditation also aligns to our mission; to change organisations for the better. Whether that’s for the people inside them, the communities and customers they serve, or to improve their performance.

In the same way we are held accountable to our B Corp accreditation, we also hold ourselves accountable to building the best cultures we can.

There is relationship between B Corp and organisation culture

To be recognised as a B Corp organisation, the B Corp values need to run deep into your culture. And those values are commonly ones that support healthy organisational cultures. The process of B Corp accreditation also has similarities to cultural change processes.

Change doesn’t come from through frameworks alone. It comes from belief, intent, behaviours, and consistency. It’s takes an army.

The very nature of B Corp allows us to demonstrate what we believe in. Which in turn means our offering to clients isn’t about advising from the sidelines, it’s about us living it ourselves, everyday. Navigating our own decisions, changes we implement, and finding people-centric approaches to balancing performance with purpose.

And in the same way B Corp is measurable and accountable, the same should be said for culture. Organisational culture needs to be measured, given priority, and held accountable.
Why this matters now more than ever

The status quo has long indicated that impact is optional, that culture is secondary. That profit comes first and people come later.

We don’t believe that

We believe that better cultures build better organisations. Better organisations build better outcomes. And better outcomes compound – for a greater good.

Our B Corp status allows us to challenge our own status quo, and confidently bring the same healthy challenge to the work we do for our clients. It gives us confidence that doing business for good isn’t idealistic – it’s effective, and possible.

It’s a journey, not a task to tick

BCorp isn’t ever finished. It’s a journey that evolves. It’s a compass that keeps us honest, curious, and accountable.

The same can be said for organisational cultures. Culture is never ‘done’.

But having a purpose, a vision, and an intent for good will always mean we are moving the right dials.

Richard B _CW_2348_1080px
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