Organisation, Leadership Tone and Culture
While most day-to-day work focussed on particular risks and problems, I developed practical experience on what worked and didn't organisationally, and on some of the key challenges at senior level, including situations where ethical conduct and compliance to the law do not fully overlap.
|
Organisation and Responsibilities
Areas of expertise include: * Global versus local; functional vs national * Subject matter experts vs business advisers * Division of accountabilities * Advice versus authority to act |
"Tone from the Top"
Areas of expertise include: * Resourcing and reporting * Leadership messaging * "Walking the talk" and living by example * Personal accountability for corporate actions |
Corporate Culture
Areas of expertise include: * Ethics vs Compliance * Reputation as a proxy for "right" increasingly, experts argue that rule obedience ("compliance"), while good, is not a good as an organisational culture that prides honesty, integrity and doing the right thing even when there are no rules for that situation. In the UK, the FCA is increasingly focussed on corporate culture, though assessing this is far from easy. Measurement tools include: * use of helplines * Interviews, staff surveys * Resignations Influencers: * Business models * Tone at the top * Policies, controls, systems * Incentive schemes * Real-life treatment of whistleblowers |