Become a Strategic Partner to the C-Suite & Board: Advance Your Program & Career
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1 Become a Strategic Partner to the C-Suite & Board: Advance Your Program & Career Presented on November 15, 2016 Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 0
2 Presenters Mary Bennett Vice President, Advisory Services, NAVEX Global Christopher Fox Vice President, Corporate Social Responsibility, HanesBrands Inc Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 1
3 Agenda Defining Strategic Partner Hanesbrands Story Tale of Two Compliance Officers Characteristics of a Strategic CCO Keys to Getting There Q & A Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 2
4 What does Strategic Partner really mean? DEFINITION, OPPORTUNITIES & BARRIERS Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 3
5 Simple Definition of Strategic Per Merriam Webster of or relating to a general plan that is created to achieve a goal in war, politics, etc., usually over a long period of time useful or important in achieving a plan or strategy Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 4
6 Why the CCO Should be Part of Strategy Discussions The CCO can identify and help control regulatory and reputational risks The CCO knows the organization, its strengths and weaknesses The CCO knows how to collaborate The CCO has access to vast quantities of information The CCO brings ethics into the discussion The CCO knows how to influence without authority Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 5
7 Current State of CCO Strategic Partnership with C-Suite and Board 78% percent of 1,322 CEOs named overregulation as top threat to growing business Just 36% of CCOs are inherently integrated or play a key role in strategic planning Only 29% of CCOs are part of the C-suite and 34% report to the CEO PwC State of Compliance Surveys Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 6
8 Barriers to CCOs Getting a Seat at the Table Lack of business knowledge Negative personal traits Poor people skills; isolated Too busy to think and learn Reflexive decision-making Misalignment of decisions with business goals More comfortable with statistics and charts Focused too narrowly on to-do list; inflexible Will not choose a priority; tries to do it all Adapted from: Strengthen your Strategic Thinking Muscles, Liane Davey, Harvard Business Review, Jan 21, 2014 Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 7
9 The CCO s Many Goals Build a compliance program that is riskbased, defensible, and effective Establish good working relationships with board, C-Suite, management, and SMEs Maintain sufficient resources to operate the program effectively Drive program ownership throughout the organization Help shape culture of integrity Evolve role as trusted resource and strategic partner At the end of the day, it is the CCO s job to keep the board, CEO, and company name out of the news. - Chris Fox Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 8
10 The HanesBrands Story A NON-TRADITIONAL APPROACH TO INFLUENCE Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 9
11 The HanesBrands Story Fortune 500 global consumer goods company Operations in 39 countries; 21+ languages WE ARE 70,000+ employees what you wear Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 10
12 Corporate Social Responsibility Program EMPLOYEE COMPLIANCE VENDOR & FACILITY COMPLIANCE ENVIRONMENTAL SUSTAINABILITY PRODUCT SAFETY COMMUNITIES & PHILANTHROPY Global Code of Conduct Interconnected Employee Policies World-wide Network of Code of Conduct Officers Global Standards for Suppliers Global Anti-Bribery & Vendor Due Diligence Program WRAP FLA GEMS Chemical Management Regulatory Compliance Environmental Metrics Childrenswear Product Safety Manual Design Hazard Analysis CPSIA Communities Are Our Fiber Focus on the Fundamental Needs of Those Who Need Us Most Green for Good Recycling Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 11
13 How HanesBrands Does it Get a Seat Shape Culture Link to Corporate Strategy Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 12
14 A Tale of Two Compliance Officers TWO DIFFERENT APPROACHES TO INFLUENCE Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 13
15 Successful Sara Large Healthcare Provider Organization Confident, competent, creative Knows business and risk landscape Program includes bioethics, privacy, and physician contract compliance owners Small staff with efficient processes Has standing coffee/lunch meetings monthly with board committee chair, CEO, key executives; their go-to resource Invited participant in new business development Trusted and known by most employees Right-hand resource to board during scandal; efforts achieved lesser penalties from DOJ Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 14
16 Hapless Hank Small Financial Organization Somewhat confident, competent Did not ask board committee chair or CEO what they expected from him Knows business and risk landscape Interpersonal hurdles to developing relationships with C-suite, CEO, and board Prior program run by GC through weak CCO Excluded from key meetings after requesting participation Efforts to implement effective program blocked by power struggle between GC and CCO Terminated after merger Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 15
17 Common Barriers to Successful Partnership CCO lacks confidence and/or business knowledge CCO lacks people skills CCO lacks good judgement CCO lacks strong business relationships CCO has different vision for program than manager/ceo/board CCO does not/cannot clearly define scope of E&C program CCO asks for more resources without ROI justification CCO does not routinely link compliance goals to business goals Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 16
18 Characteristics of a Strategic CCO TECHNICAL, INTELLECTUAL, PERSONAL Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 17
19 8 Characteristics of a Strategic Thinker STRATEGIC THINKERS Future-focused Curious Good steward of resources Risk taker Long-range priorities Nimble Life-long learner Creative NON-STRATEGIC THINKERS Reactive Isolated Cost-focused Cautious Unable to prioritize Inflexible Satisfied Predictable Adapted from: Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 18
20 How to be a Strategic CCO Learner: Know the business; learn about risks and opportunities Good Steward: Manage the E&C Program like it was your money and resources Future-Focused/Nimble: Find ways to help the business succeed no more No Police Curious: Build key organizational relationships Long-Range Thinker: Link every decision to organizational goals Creative/Risk-Taker: Bring new and out-ofbox ideas to the table Strategic people create connections between ideas, plans and people that others fail to see. - Liane Davey, author and cofounder of 3COze Inc. Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 19
21 Keys to Getting There PLAY THE LONG GAME Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 20
22 Key Takeaways for Successful Strategic Partnerships Learn the business Explain your strategic value; ask to participate Ask what others need from you Develop personal relationships with key people Think creatively about risks; manage, leverage Get involved in M&A Link board reports to business strategy Keep Program proficiency high, costs low Be known for good judgment Know Thyself - Socrates Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 21
23 What s Next on the Schedule? Enjoy a 30-minute break! See NAVEX Global solutions in action and live-chat with booth staff in the Solutions Hall Participate in topical forums in the Networking Lounge Download assets in the Resource Library Explore more about our Industry Partners During the break, join a special Scheduled Chat with FCPA & Corruption expert, Michael Volkov in the Networking Lounge! Don t miss our Closing Keynote at 1:30pm PT / 4:30pm ET The Business Case for Compliance: How Ethics Pays Timothy Erblich, CEO, Ethisphere Copyright 2016NAVEXGlobal,Inc. AllRightsReserved. Page 22
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