UNODC Multi-Stakeholder Anti- Corruption Workshop 29 September 2017, Sarajevo. Shaping Corporate Culture to enhance EVERYTHING

Transcription

1 UNODC Multi-Stakeholder Anti- Corruption Workshop 29 September 2017, Sarajevo Shaping Corporate Culture to enhance EVERYTHING

2 Personal Values let s listen What does the value mean to you? Why it is important? How this shows up in your life, your work? 1 st minutes, no questions A speaks B listens C observes B speaks C listens A observes C speaks A listens B observes

3 What is Culture? The way we do things around here the stable bedrock around which a business can unite Result of the values and behaviours of the leaders (past and present) Can support organisation s success or undermine it you choose

4 The Case for Culture Eats strategy for breakfast. Is recognised as important by CEOs & senior leaders but in practice they do not pay enough attention to it

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6 The Top 40 Best Companies to Work For (USA) BCWF Average Annualized Return 16.39% S&P Average 500 Annualized Return 4.12% The Best Companies to Work For engender high levels of employee engagement and commitment, because the leaders of these organisations focus on meeting employee s basic needs and satisfying their growth needs: they focus on helping their employees feel happy and fulfilled.

7 Portfolio Value Eighteen Firms of Endearment $560m $420m FOE Average Annualized Return 13.10% $280m $140m S&P 500 Average Annualized Return 4.12% Firms of Endearment focus on meeting all stakeholders needs. The four pillars of FoE are Conscious Leadership, Conscious Culture, Stakeholder Integration and a Higher Purpose supported by Core Values.

8 Why compliance isn t enough and too much compliance is bad

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10 This is not just about criminals Everyone is vulnerable to the very human risk of unethical decision making good people sometimes do bad things for what looks like good reasons! Internal forces: factors relating to human nature External forces: context and situation External forces: Institutional, cultural and societal factors 10

11 The fudge factor: ability to rationalise

12 Human nature can cause us to miss the ethical dimension or disregard it Framing Ethical blindness and moral disengagement Authority and Conformity 12

13 What can we do about it? Leadership awareness Mindfulness widen the frame Exercise those muscles! Ethical Decision Making models and scenario practice Seek multiple perspectives Open, just culture, similar to safety Watch your language 13

14 Consciously manage your culture or you will have an unconscious culture What are our values and how do we make them real? Measure your culture Involve everyone in focused discussions based upon the data What values will help you to create an effective ethical culture? Don t guess! What is getting in the way and creating culture risk?

15 What else can you do? Nominate ethics/culture ambassadors, champions Train with high % of interactive content & support them Make sure your systems aren t undermining your culture, especially any people processes Consider how do you (de)motivate people? Who is creating/influencing the culture? + or - Be the change you want to see in your organisation!

16 Ethics Ambassadors help to strengthen the culture and support people to do the right thing, based upon your values Network of employees from all areas, functions and levels, in addition to their usual role Awareness raising, training and facilitating discussions Generate ideas, scenarios, provide cultural perspective Feedback for continuous improvement of materials and approach Coach people through ethical dilemma/scenario/real issues using the company s ethical decision making guide Local contact, with certain safeguardsprev for you 16

17 Getting the balance right Compliance Ethics, Culture & Values Compliance is an outcome not an approach

18 Corruption is at the heart of so many of the world s problems Vicious circle of poverty, disease, malnutrition, illiteracy, suffering Critical infrastructure (hospitals, roads, bridges, clinics) aren t built or are substandard Undermines government, society and security Undermines efforts to fight these ills Adds 10% to global business costs (WEF estimate) Low trust = high transaction costs 18

19 Scenario: The Fight Against Corruption The Strange Letter Corruption and social investments What would you do? The Strange Letter Scenario

20 If you wish to use any of these slides for your own presentations, please credit the source! 2017 Ruth AretéWork ruth@aretework.com