Does it help to tell leaders that “ethical” companies perform better? What happens if they counter by pointing out that most of the world’s most wildly (over)valued companies turned their backs on ethics? Could we come up with some better arguments…?
Is bribery back? Will pausing FCPA enforcement even the allegedly uneven corruption playing field? What should organisations that aren’t super-keen on becoming vessels of corruption do? Or is it all a chance to think differently about how we do business?
Is ESG dead? DEI (EDI) dead with it? Is that even a bad thing? What comes now? Should we reflect on where things went wrong? Or is this a chance for organisations to be honest about what they actually care about and stand for?
Why write another paper about risk and sustainability tactics? Well, overlapping risks can cause significant problems. And nowhere is the issue of second-order effects more evident than in sustainability (especially in the current geopolitical and economic climate).
During a car breakdown priorities become clearer. The experience highlighted how pressure can sharpen decision-making and reveal true priorities, offering an unexpected lesson in risk management.
What are the challenges and approaches in conducting due diligence on third parties before investing or engaging with them. Can common practices, like requesting declarations and self-assessments be trusted? What about the potential conflict of interest when money is involved?
During a car breakdown priorities become clearer. The experience highlighted how pressure can sharpen decision-making and reveal true priorities, offering an unexpected lesson in risk management.
Shikake is a Japanese concept of using subtle design cues to influence behavior without force. The approach is particularly useful for shaping ethical behavior by leveraging environmental cues, simplifying processes, and making desired actions easy and intuitive.
Army ants sometimes form deadly loops by blindly following pheromone trails, a behavior called “ant mills.” Similarly, businesses risk “sphexishness” by rigidly following rules, like overloading contracts with terms, without considering if they truly mitigate risks. Instead of copying others, organisations should tailor approaches to their capacity, influence, and specific supply chain realities.
Risk assessments are often undermined by biases, which skew judgment and decision-making. These biases can lead to focusing on irrelevant risks, ignoring contradictory evidence, or clinging to outdated frameworks. To improve, we must recognise these biases, challenge assumptions, and gather diverse input for a more accurate understanding of risks.
This short guide will give you some simple and clear steps to help you prevent, detect and respond to ethics & compliance issues.
3058 3 Waterhouse Square, 138-142 Holborn, London, UK, EC1N 2SW
