I am the Executive Director of Ethical Systems. I have spent the last two decades consulting to multinational companies on risk, anti-corruption, sustainability, human rights, culture and behavior, stakeholder engagement, ESG, and ethics and compliance. I am also a senior advisor at sustainability non-profit Business for Social Responsibility, a board member of ESG think tank Preventable Surprises, and an Adjunct Professor at NYU Stern School of Business, where I teach professional responsibility, leadership and sustainability to MBAs and undergraduates. Prior to joining Ethical Systems, I was a managing director at Business for Social Responsibility, running the sustainability management, futures and supply chain practices. I’ve also worked at Transparency International, Control Risks, PricewaterhouseCoopers, and Fordham Law School. I am a 2019-2022 member of the World Economic Forum Global Future Council on Transparency and Anti-Corruption. I am currently writing a book for Harvard Business Review Press on how companies can do the right thing in a turbulent world.
My CV (download)
Ethical Systems Interview (January 2020)
My Approach to Ethical Systems:
Years of working in risk, anti-corruption, and sustainability have convinced me that organizational culture and group dynamics are overwhelmingly important factors in the effectiveness of a company’s integrity efforts. There is a remarkable degree of consensus over best practice in corporate compliance, yet integrity scandals still occur with depressing regularity. Companies also frequently tout feel-good sustainability initiatives while undermining their programs with lobbying and tax avoidance. Building an ethical and effective culture does not mean crafting siloed policies and processes to deflect regulatory or reputational risk. It involves considering what corporate strategy, leadership, and incentives signal to employees about the behaviors that management values and rewards. Companies that can successfully adapt to a hyper-transparent world and build trust across stakeholder groups will be far better placed to survive and thrive over the long term.
Articles and Videos
- The Roe Leak Ratchets Up the Pressure on Business
- Restaurant Calorie Counts Disclosure Lesson for ESG
- When Should Business Take a Stand?
- Sustainable Investing Expert Alison Taylor on ESG Misconceptions and Why Ethics are Part of the Equation
- Culture in a Post-Pandemic Workplace
- How to Understand Polarization in the Workplace
- More Disclosure is not the Answer to Corporate Diversity Shortfalls
- So Many Stakeholders. How Do Companies Choose Who to Satisfy?
- Stern Faculty Spotlight: Alison Taylor
- How Companies Can Create an Ethics Program for a New Era
- CEOs Should Stop Worrying and Learn to Love Employee Activism
- The Illusion of Reasoning
- Covid-19 has Ushered in the Age of the ‘Intangible Company’. Here are Four Ways it Will Change Business.
- The Corporate Responsibility Facade is Finally Starting to Crumble
- 2020 will be the Year Corporate Activism and Political Risk Converge
- Five Takeaways from the Luanda Leaks
- Anti-Corruption and Human Rights Efforts will Converge in 2020
- Aligning Sustainability and Risk Management
- Employees Have Given Rise to Something Far More Powerful than “CEO Activism”
- Why 2019 Is the Year of Stakeholder Trust
- When CEOs Should Speak Up on Polarizing Issues
- Why Nobody Believes Your PR Anymore
- Why the new CEO Activism is Bad for Everyone
- 5 Signs Your Organization Might Be Headed for an Ethics Scandal
- We Shouldn’t Always Need a “Business Case” to Do the Right Thing
- What Do Corrupt Firms Have in Common?
- A Human Rights Review of the Facebook Oversight Board
- Five-Step Approach to Stakeholder Engagement
- Redefining Sustainable Business: Management for a Rapidly Changing World
- The Future of Business Ethics
- The Five Levels of an Ethical Culture
- The Maritime Anti-Corruption Network: A Model for Public-Private Collaboration Against Graft