Responsibility for safeguarding corporate culture falls with board directors, but how can that be done effectively? A good start would be to ask yourselves the following questions at every board meeting.
One need only think of Uber, Wells Fargo, or Volkswagen to appreciate the importance of a strong ethical culture. Sadly, directors of these organisations discovered far too late that their corporate culture was not what they thought it to be.
Their boards remained ignorant while wrongdoing was taking place somewhere in company operations, and management failed to stop it.
It’s a common theme these days: problems in corporations erupt and hit the news, investigations occur, and the landslide begins. Later, in the aftermath, it becomes evident that the wrongdoing persisted because employees felt silenced, and management did not act beca
For thoughtful journalism, expert insights on corporate governance and an extensive library of reports, guides and tools to help boards and directors navigate the complexities of their roles, subscribe to Board Agenda