Harry Cassin
Publisher and Editor
Andy Spalding
Senior Editor
Jessica Tillipman
Senior Editor
Bill Steinman
Senior Editor
Richard L. Cassin
Editor at Large
Elizabeth K. Spahn
Editor Emeritus
Cody Worthington
Contributing Editor
Julie DiMauro
Contributing Editor
Thomas Fox
Contributing Editor
Marc Alain Bohn
Contributing Editor
Bill Waite
Contributing Editor
Shruti J. Shah
Contributing Editor
Russell A. Stamets
Contributing Editor
Richard Bistrong
Contributing Editor
Eric Carlson
Contributing Editor
New and old corporate dishonesty stories, such as Theranos, Wirecard, and Wells Fargo, highlight a fundamental weakness. Irrespective of the industry or the business maturity, the wrongdoing escalates when the lines of defense that should protect the organization from risk become Teflon barriers to any accountability process.… Continue Reading
Compliance programs work most of the time because most people tend to respond in similar ways to similar circumstances. In behavioral science, those tendencies are sometimes called “effects.” Some effects can strengthen compliance programs; others can weaken them.… Continue Reading
Goal setting. We do it every day. Usually, we have multiple goals running at the same time. Finish a marathon, learn Italian, master the violin. Personal goals like those are healthy and keep us moving forward.… Continue Reading
Performance management is a key part of organizational culture and leadership messaging. The way goals are set affects people’s behavior – Key Performance Indicators give employees guidance on how to act and prioritize.… Continue Reading
I had a simple (and unoriginal) thought years ago that has helped me understand why compliance can be so difficult. My thought was that people will do whatever they’re paid to do.… Continue Reading
When the FCPA Blog published its first top ten list in 2010, Siemens was on top with its $800 million resolution, and Titan Corporation was in tenth place with a $28.5 million resolution.… Continue Reading
With the U.S. government encouraging businesses to earn cooperation credit at the penalty phase of enforcement actions through the “naming of names” at the onset of investigations, there might be momentum for more executives being held personally accountable in regulatory enforcements.… Continue Reading
I’m an accounting professor turned documentary filmmaker and I study how whistle blowing impacts fraud detection and prevention in organizations.
One day while working on a lecture for my graduate forensic accounting class, I found myself intrigued by the Wells Fargo banking scandal.… Continue Reading
During most interviews, I’m asked this question or something like it: More companies than ever have compliance programs. Yet huge scandals keep making headlines. What gives?
To be fair, there’s plenty of evidence that compliance has failed: Volkswagen cheated on diesel emissions tests.… Continue Reading
One of the most common discussions in the ethics and compliance community today revolves around the idea of using corporate values to foster ethics in organizations. Though this conversation has helped practitioners move away from a check-the-box compliance approach, practices based on corporate values have unwittingly created a check-the-box approach to ethics, obscuring the disconnect between external values and what the organization actually values.… Continue Reading
I wish I could write a headline as great as the above banner which appeared over a piece written by Thorton McErney in Dealbreaker.
It came in a story about the actions of a group of institutional shareholders in Wells Fargo, led by the Interfaith Center on Corporate Responsibility.… Continue Reading
Hardly a week passes without at least one corporate crisis in the news, often with unpredictable and long-term negative consequences, impacting not only the organization’s reputation, but also all its internal and external stakeholders.… Continue Reading
