A New Case Study, Looking at Wells Fargo, Goals Gone Wild one sheet, an Interview w/ ECI CEO Pat Harned & more: Ethical Systems' February Newsletter

A New Case Study, Looking at Wells Fargo, Goals Gone Wild one sheet, an Interview w/ ECI CEO Pat Harned & more: Ethical Systems' February Newsletter

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An Interview with Pat Harned, CEO of the Ethics & Compliance Initiative

 
What are some of the strategies that the most innovative business leaders take when advocating for ethics among employees in organizations? Are there specific ones (strategies, or companies) that stand out?

It is exciting to see how business leaders are leveraging new technologies to reinforce the message that ethics is essential to business success. For example, a number of companies send scenario-based “burst training” segments to their employee population. By distributing training in small segments over time, they’ve developed a following of employees who want to tune in for updates to a serial storyline with an ethics message.

Learn more from Pat about how to better promote ethics and integrity in companies and how multi-nationals can adapt to a shifting regulatory environment >>

Under Pressure: Wells Fargo, Misconduct, Leadership and Culture

 
Under Pressure takes a candid look at the factors contributing to the scandal that wound up costing the bank hundreds of millions in fines, a shakeup in leadership, and on-going bad press that deeply tarnished their reputation and standing. By viewing actions through an ethical culture and leadership model, the case study examines the formal and informal systems that likely motivated the scandal, and includes perspectives on how an ethical culture could identify, or mitigate, some early warning signals.

New Ethics One Sheet: Goals Gone Wild


Our Winter 2017 one sheet on Goals Gone Wild encompasses the concept of goal setting and how doing so can inadvertently lead to unethical behavior in organizations. We credit Professor Lisa Ordóñez of the Eller School of Management for her work helping both introduce the topic to the academic field and her work crafting the text on this informative one sheet.  

Company Snapshot: Costco, Where Culture is King

The first of three Company Snapshots, these research-based pieces by guest author Jessica Guo look at aspects of successful companies that can be examined for strategy and information of benefit to both active businesses and the academics that study them.

See how founder Jim Sinegal powers the company’s culture to drive business strategy >>

Ask an Ethics Expert: Ron Carucci


Question for Ron Carucci our featured expert. See more questions and answers online!
 
Q) I stand to take over my uncle's company in the next 3 years- possibly sooner given recent medical conditions. I have my MBA and I know a good deal of the people on the board (family and friends mostly) but I have a lot of ideas about how to take the company in a new direction. My questions are: Can I start promoting my strategic change now and, if not, should I even think about trying to shift the company when I come on board? 
 
A) In my book Rising to Power, these are precisely the transitions we discuss. You should be very cautious in signaling major change before you’ve taken the helm. Your first priority should be to build/re-define your relationships with the Board, and get used to being in “that chair.”  If you really do have 3 years before you take over, use that as a VERY luxurious preparation time. Test small aspects of your ideas to see how receptive people are to your thinking, how effective you are at painting a picture of change, and how adaptable the organization is to transition. Most leaders, especially in family-owned businesses changing generational hands, are very naïve about what’s required to take the reins, especially if your Uncle was also the founder. Every organization requires change. Anything you desire to do must be grounded in solid strategy undergirded by good data.

You can use the next 3 years, or however long you have, to start exploring strategic alternatives, growth opportunities, getting deep understanding of the competitive landscape, and testing your thinking with future direct reports.  This is the chance to win the confidence of others, let them see your thoughtfulness and openness to others’ ideas.  If you look like a cowboy coming in to “whip things into shape,” you’ll lose the organization before you get near the job.

Read the rest of this answer and other insights >>

Jonathan Haidt Delivers Keynote at the 2018 Global Ethics Summit. Registration discount available.


2018 Global Ethics Summit (New York, NY) – Ethical Systems is proud to be an association partner for Ethisphere’s 10th Annual Global Ethics Summit in New York City, March 14-15. Join an assembly of respected leadership across a diverse set of companies and industries at one of the most anticipated events of the year.  Engage with CEOs, board members, CLOs/GCs, chief ethics & compliance officers, academia, and other business influencers assembling to share best practices and inspire corporate integrity worldwide.  Featured topics this year include the diversity imperative, influence of GCs at the executive table, the impact of A.I. on compliance and business transformation, and corporate response to crisis.

Ethical Systems steering committee member Jonathan Haidt, NYU Stern Thomas Cooley Prof. of Ethical Leadership, will deliver a luncheon address on “Maintaining Ethical Culture in a Politically Charged World” on Wednesday, March 14.

The Ethical Systems community will receive an additional 30% discount off the current price for any individual ticket to the Global Ethics Summit. To take advantage of this discount, register by clicking on the link below and applying ETHSYS.

Register online >>
 

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