Corporate practices

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There are two reasons “why” high performance and high integrity are foundational corporate goals. First, their fusion allows organisations to avoid catastrophic risk that injures the company and its stakeholders. But it also confers affirmative benefits inside the company, in the marketplace and in the broader global society. Ultimately, performance with integrity creates the fundamental trust among shareholders, creditors, employees, recruits, customers, suppliers, regulators, communities, the media and the general public…But the hard question is “how” companies can achieve this all-important combination in a complex, fast-moving global enterprise. The fundamental task of the CEO is to create a strong, uniform and global performancewith- integrity culture, which entails shared principles (values, policies and attitudes) and shared practices (norms, systems and processes). Although this culture must include some elements of deterrence against ethical and legal wrongdoing, at the end of the day, it must be affirmative. An underlying tenet of this culture should be that people want to do the right thing because leaders make this a real company imperative. Clear lines must be set for all employees that this culture applies in every nation and cannot be bent by corrupt local practices, regardless of short-term business costs.