corporate culture


Optimize Business Performance by Becoming a ‘Conscious Capitalist’

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. ...


How to Ruin a Powerhouse

In the automotive industry, GM was untouchable until just a few years ago. 2014 was a particularly low point for the company. Rocked by scandal stemming from the bungled management of a serious safety issue, the GM's new CEO was faced with salvaging the company's reputation. The culture was to blame, she said. Really? ...

flow chart

Channeling John Steed in Your Tone in the Middle

A strong tone at the top is essential to maintaining a culture of compliance. Equally as important, however, is tone in the middle. If your middle managers don't understand or aren't on board with a commitment to operate with integrity and in compliance, the message they project to their teams won't likely be reflective of the organization's ...

stop sign

Temperance — The Cornerstone of an Ethical Corporate Culture

The temptation to bend the rules can be great, particularly when it seems the regulatory watchdogs aren't taking notice and it's clear that issues of noncompliance have gone undetected. Maintaining a culture of ethics means doing the right thing at all times, not allowing yourself to become complacent when it comes to doing business ethically.


Defining the Five Lines of Defense

Rather than segregating risk management responsibilities into their own silo, making them the purview of only a select few, companies would benefit greatly from an integrated approach in which every person in the organization is responsible to some extent in managing risk. Jim DeLoach presents a method involving five distinct lines of defense. Read on for details. ...


Culture Drives Reputation

Culture, ethics and compliance are inextricably linked. Where employees have faith in leadership to do the right thing, and where they see it being done from day to day, compliance is likely not to be an issue. Where there's a clear lack of communication and poor decision making at the top, morale plummets and reputation will undoubtedly ...

tower of babel

Risk Management’s Tower of Babel

Put a dozen leaders in a room, set them to the task of defining risk management and you'll quickly find that when it comes to risk, most of us are speaking different languages. If Risk Managers are to be effective -- in everyone's eyes -- we'd all better find some common ground in terms of what constitutes a ...

giants fans

Giants Join Pantheon of Greats Through the Confluence of Culture and Strategy

The San Francisco Giants grasped their third World Series win in five years last week. In the course of the championship, the team demonstrated what many compliance practitioners know to be true: that compliance and strategy make good bedfellows. When a company or sports team, as the case may be, is armed with both, they're primed for ...


CCOs Take Note: It’s the Culture, Stupid

A CCO's primary focus must be on culture - that is, building a culture of ethics and compliance throughout the organization. Lay this foundation and you'll have gone a long way to minimizing risk. Corporate culture should also make up much of what the CCO reports to the Board and senior management. Michael Volkov has some ...

security camera

Program Management: Board Oversight and Reporting Structures

An E&C program must be effective -- not necessarily convenient. Does the Chief Ethics and Compliance Officer have enough authority and autonomy? What's being reported to the Board, and does the Board have proper oversight of the E&C program? These are just some of the factors that influence the effectiveness of an E&C program.