Jim Nortz – Chief Compliance Officer, Carestream Health
Jim Nortz is a nationally recognized expert and thought leader in the field of business ethics and compliance.
Jim spent the first 17 years of his career as a litigator trying both criminal and civil cases before becoming Crompton Corporation’s first Vice President, Business Ethics and Compliance in 2003.
Since then, Jim has served as a compliance officer at Crompton and for four other multinational corporations, as well as Corporate Compliance Director at Sutherland Global Services. Currently he serves as Chief Compliance Officer for Carestream Health.
Mr. Nortz is a frequent guest lecturer at the University of Rochester’s Simon School of Business, RIT’s Saunders School of Business, St. John Fisher College and Nazareth College.
Jim writes the monthly business ethics columns for the Association of Corporate Counsel Docket magazine and the Rochester Business Journal and is a contributing writer for Corporate Compliance Insights and The Business Journals.
Jim served on the Board of Directors for the Ethics and Compliance Officers Association (“ECOA”) for eight years. He currently serves on the Board of the Rochester Area Business Ethics Foundation and is a member of the Rochester chapter of Conscious Capitalism.
Contrary to popular opinion, there are real, measureable financial benefits to running a “nice guy” business. Jim Nortz explains what it means to be a conscious capitalist, outlines the four tenets firms practicing conscious capitalism follow and provides a roadmap to the type of success its practitioners enjoy. Starbucks, Honda, 3M -- that's good company to keep. ...
Most organizations espouse ethical practices, but it's the rare few that operationalize their ethical standards, weaving them into the very fabric of the organization so that their core values are reflected in all of their practices, from hiring and performance reviews to rewards and recognition and firings. Walking out these values doesn't happen by chance.
Strong leaders don't just know the right thing to do, they want to do it and then make it happen. Jim Nortz shares an experience in which he saw need for drastic, immediate change, pulled the necessary stakeholders together to devise a strategy, and then watched as the would-be plan fizzled and died. There were multiple failures ...
Unfortunately, it's not uncommon for professionals to be asked to compromise their convictions. When considering a hypothetical ethical dilemma, most of us probably believe we'd take the moral high ground, but even the most honorable among us can get ensnared in morally questionable schemes. Make sure you know which lines you're willing to cross when your principles ...