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Talking Values Episode 303 - Insights From LRN's 2013 Ethics & Compliance Leadership Survey Report

“Program Effectiveness” is a term Ethics & Compliance (E&C) professionals frequently use as they strive to understand whether or not their companies’ investment and effort are paying off.  Those who manage E&C programs generally collect and report whatever is immediately measurable, such as number of helpline calls or code violations, and while this information is helpful, it doesn’t tell us which programs are particularly effective or what those programs have in common. Every year, LRN conducts a survey of our client partners across the globe to get a pulse of which ethics and compliance tools work and which don’t work as well – and why.  In this episode of Talking Values, host Michael Bramnick and LRN colleague Wayne Brody discuss this year’s E&C Survey and some of its surprising findings.  

 

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Topics: 2013 Ethics & Compliance Leadership Survey Report, Talking Values Podcast

2013 Ethics & Compliance Leadership Survey Recommendations: Education & Communication

Moving To More Dynamic E&C Communications 
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Topics: 2013 Ethics & Compliance Leadership Survey Report

2013 Ethics & Compliance Leadership Survey Insights: Education & Communication

Setting our Sights 
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Topics: 2013 Ethics & Compliance Leadership Survey Report

2013 Ethics & Compliance Leadership Survey Recommendations: Expectations of Behavior

Help Employees Understand the “Why” as Well as the “What” 
 
We believe there is significant potential for values and principles, as opposed to rules, to play a much greater role in the way that organizations understand, define, and influence their cultures, especially with regard to the way that people behave .A code of conduct that is predominantly values-based, while providing an appropriate perspective on rules-based requirements, has a much greater chance of enabling employees to understand the why as well as the what of their actions. This gives them better insights into the bigger picture, helping them to appreciate the wider ramifications of their individual actions for better or worse.
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Topics: 2013 Ethics & Compliance Leadership Survey Report

2013 Ethics & Compliance Leadership Survey Insights: Expectations of Behavior

Codes of Conduct Are Predominantly Values-Based 
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Topics: 2013 Ethics & Compliance Leadership Survey Report

2013 Ethics & Compliance Leadership Survey Recommendations: Understanding Critical Ethics & Compliance Risks

Develop a Mindset of Shared Risk Accountability
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Topics: 2013 Ethics & Compliance Leadership Survey Report

2013 Ethics & Compliance Leadership Survey Insights: Understanding Critical E&C Risks

Data Privacy, Electronic Data Protection, Conflicts of Interest, and Bribery & Corruption are the Top 2013 Ethics and Compliance Risks. These were the top 2012, 2011 and 2010 risks areas as well. Why are they so persistent? 
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Topics: 2013 Ethics & Compliance Leadership Survey Report

2013 Ethics & Compliance Leadership Survey Recommendations: Governance and Reporting Structure

Enhance the Independence of the E&C Function 
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Topics: 2013 Ethics & Compliance Leadership Survey Report

2013 Ethics & Compliance Leadership Survey Insights: Governance and Reporting Structure

Fewer E&C Leaders Reporting to the General Counsel 
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Topics: 2013 Ethics & Compliance Leadership Survey Report

2013 Ethics & Compliance Leadership Survey Recommendations: Aligning E&C with Corporate Goals

It’s hard to keep an eye on the road ahead if you’re constantly looking over your shoulder. It has become clear that a “defensive” E&C posture will not enable corporate growth—the top corporate priority this year. E&C leaders should be ahead of the curve by being more proactive and systemic in their approach. 
 
Consider how the top three 2013 corporate priorities could put pressure on employees: 
  • Growth—meeting targets and producing results 
  • Cost-cutting—conserving resources or time, and protecting their own jobs 
  • Innovation—expediting go-to-market plans
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Topics: 2013 Ethics & Compliance Leadership Survey Report