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
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Google’s controversial advertising sales business in Dublin earned revenues of €22.6bn (£20.1bn) from Europe, the Middle East and Africa last year but paid just €47.8m in tax, according to company filings in Ireland.