Tag: corporate culture

Categories
Innovation in Compliance

Unlocking Success: The Crucial Role of Culture in Compliance: Part 2 – Viktor Culjak on Assessing Culture

Welcome to a special series on building a stronger culture of compliance through targeted and effective training sponsored by Diligent. I will visit with Yvette Hollingsworth-Clark, Viktor Culjak, Jessica Czeczuga, Michael Parker, and Alexander Cotoia in this series. Over this series, we will consider what culture is, how to assess culture, putting together a strategy to manage culture based upon this assessment, monitoring that strategy in the future, and using information from your monitoring to improve your culture continuously. In Part 2, we visit with Viktor Culjak to discuss assessing culture.

Viktor Culjak is a chartered accountant with a strong finance, audit, and risk consulting background. Currently serves as the Director of Customer Success and Services at Diligent. With a decade of experience in the Big Four and a focus on governance, risk, and compliance (GRC) objectives, Viktor firmly believes in assessing and managing organizational culture as a risk factor. He views culture as a dynamic risk that can have significant consequences if not properly managed and advocates for standardized and benchmarked culture assessments to provide valuable insights for risk management. Viktor emphasizes the need for practical guidance on implementation, highlighting the significance of tone at the top and other artifacts such as policies, procedures, and feedback mechanisms in culture assessments. Join Tom Fox and Viktor Culjak as we delve deeper into assessing culture on this episode of the Unlocking Success: The Crucial Role of Culture podcast.

Key Highlights: 

·      Assessing and Auditing Organizational Culture

·      Creating a Culture of Effective Communication

·      Evaluating Culture Alignment for Continuous Improvement

Ready for Purpose-Driven Compliance? Diligent equips leaders with the tools to build, monitor, and maintain an open, transparent ethics and compliance culture.

For more information and to book a demo, visit Diligent.com

 Join us tomorrow, where we consider how to create a culture management strategy.

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Blog

Assessing Organizational Culture

Welcome to a special five-part blog series on building a stronger culture of compliance, sponsored by Diligent. In this series I will visit with Yvette Hollingsworth-Clark, Viktor Cuijak, Jessica Czeczuga; Michael Parker; and Alexander Cotoia. In this series, we will consider what is culture, how to assess culture, putting together a strategy to manage culture based upon this assessment, the monitoring of that strategy going forward and using information from your monitoring to engage in continuous improvement of your culture.

Many compliance professionals struggle with the ‘softness’ of culture. However, properly viewed culture can be seen as another type of risk for any organization. Viewed through this lens, culture can then be assessed, managed, monitored and improved as any other business risk. This has become even more important since the announcement in October 2021 by Deputy Attorney General Lisa Monaco, that the Department of Justice would assess corporate culture as a part of any corporate compliance enforcement action. In this Part 2, consider how to assess your culture with Viktor Cuijak.

Cuijak, a chartered accountant with a strong background in finance, audit, and risk consulting, currently serves as the Director of Customer Success and Services at Diligent. With a decade of experience in the Big Four and a focus on governance, risk, and compliance (GRC) objectives, Cuijak firmly believes in the importance of assessing and managing organizational culture as a risk factor. He views culture as a dynamic risk that can have significant consequences if not properly managed, and advocates for standardized and benchmarked culture assessments to provide valuable insights for risk management. Cuijak emphasizes the need for practical guidance on implementation, highlighting the significance of tone at the top and other artifacts such as policies, procedures, and feedback mechanisms in culture assessments. Crucial Role of Culture podcast.

Assessing and managing organizational culture as a risk factor is a crucial aspect of ensuring the success and sustainability of any organization. A compliance professional can begin by the using existing frameworks like COSO (Committee of Sponsoring Organizations of the Treadway Commission) for guidance in assessing and managing organizational culture. This framework provides principles and guidelines that help organizations understand the key factors that impact culture as a risk factor.

The tone at the top, policies, procedures, and feedback mechanisms were identified as key indicators of an organization’s culture. The tone at the top refers to the leadership’s actions and behaviors, which set the tone for the entire organization. Policies and procedures play a crucial role in shaping the desired culture, but it is not enough to simply have them in place. Actions, communications, and responses must align with the stated culture.

One of the key challenges is the nebulous and intangible nature of culture, which can make it difficult to assess and audit. However, Cuijak emphasized that culture can be thought of as just another risk that organizations need to manage. By asking the question, “What can go wrong?” organizations can identify potential risks and gaps in their culture and take steps to address them.

Standardized evaluation was also discussed as a valuable tool for assessing and benchmarking culture. It provides a common language and framework for managing risks associated with culture. By using evaluation tools, organizations can track their progress and identify areas for growth.

Cuijak also emphasized the importance of considering the impact of culture when making decisions. Culture is not just a checklist exercise, but rather a holistic approach that encompasses actions, communications, and responses. It is not enough to have policies and procedures in place; organizations must demonstrate their culture through their actions and communications.

While frameworks like COSO provide principles and guidance, they may not always provide the specific “how” in assessing and managing culture. This is where organizations need to tailor their approach and consider additional tools and techniques that align with their specific needs and goals.

In conclusion, assessing and managing organizational culture as a risk factor is a complex but essential task for organizations. By using existing frameworks, evaluating key indicators, and considering the impact of culture on decision-making, organizations can identify potential risks, address gaps, and create a culture that supports their overall success and sustainability.

Join us tomorrow where we explore creating a strategy to manage culture risk.

Tune into Viktor Cuijak on the Diligent podcast series Unlocking Success: The Crucial Role of Culture in a Best Practices Compliance Program.

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Blog

What is Corporate Culture?

Welcome to a special five-part blog series on building a stronger culture of compliance, sponsored by Diligent. In this series I will visit with Yvette Hollingsworth-Clark, Viktor Cuijak, Jessica Czeczuga; Michael Parker; and Alexander Cotoia. In this series, we will consider what is culture, how to assess culture, putting together a strategy to manage culture based upon this assessment, the monitoring of that strategy going forward and using information from your monitoring to engage in continuous improvement of your culture.

Many compliance professionals struggle with the ‘softness’ of culture. However, properly viewed culture can be seen as another type of risk for any organization. Viewed through this lens, culture can then be assessed, managed, monitored and improved as any other business risk. This has become even more important since the announcement in October 2021 by Deputy Attorney General Lisa Monaco, that the Department of Justice would assess corporate culture as a part of any corporate compliance enforcement action. In this Part 1, we ask what is culture with our special guest Yvette Hollingsworth-Clark.

Yvette currently holds the position of Chief Compliance Officer for State Street Corporation  and is on the Board of Directors at Diligent. With a robust background in risk management, Yvette has cultivated a deep understanding of the significance and measurement of corporate culture. She asserts that corporate culture should not be solely managed by the compliance function, but rather owned by the C-suite and executed in various forms. Yvette stressed the need for specific metrics to monitor and promote desired cultural values, such as integrity, and believes that culture can be measured through metrics such as the number of risk decisions overruled, challenged, or implemented correctly. She also highlighted the importance of considering stakeholders such as customers, clients, and third parties when assessing corporate culture.

Yvette emphasized that culture is not solely the responsibility of the compliance function but is owned by the C-suite and executed in various ways throughout the organization. CEOs have a significant role to play in driving corporate culture. They must lead by example, set expectations, and hold managers accountable for adhering to the desired cultural attributes.

One key aspect is the importance of tone from the top. Employees observe the behavior of their senior leaders and often mimic their actions. CEOs need to be conscious of the examples they set, both verbally and through their behavior. Fairness is also crucial in setting the culture of a company. Every decision made by senior leaders, regardless of their position, should demonstrate fairness and align with the desired culture.

The Board of Directors also plays a significant role in shaping and overseeing corporate culture. They need to understand how management defines culture and how ethical issues are managed within the organization. Yvette advises boards to think about the framework of culture more broadly, considering factors such as the company’s reputation to customers and other stakeholders, as well as the employee experience. It is essential to demonstrate how the organization is executing against the cultural attributes that are deemed positive for the company.

Assessing corporate culture is a complex task that requires a balance between art and science. While there are specific metrics that can be used to measure culture, such as risk decisions, policy violations, and disciplinary actions, it is important to anchor the assessment to the specific aspects of culture that are relevant to the organization. Yvette suggests using a suite of metrics that focus on risk excellence and positive indicators of culture, such as employee training, customer treatment, and incident handling.

One must always remember that assessing culture is not a one-size-fits-all approach. It requires organizations to be specific about what their data can answer and what it cannot. A culture assessment is still more of an art than a science, but it is crucial to have a clear understanding of the indicators that align with the organization’s desired culture.

In conclusion, corporate culture is of utmost importance in the financial services industry. It is not only the responsibility of the compliance function but is owned by the C-suite and executed throughout the organization. CEOs must lead by example and set expectations, while the board plays a significant role in shaping and overseeing culture. Assessing culture requires a balance between art and science, with organizations using specific metrics that align with their desired cultural attributes. By prioritizing and measuring culture, financial services organizations can create an environment that promotes ethical behavior, risk excellence, and positive outcomes for all stakeholders.

Join us tomorrow where we explore assessing organizational culture.

Tune into Yvette Hollingsworth-Clark on the Diligent-sponsored podcast series Unlocking Success: The Crucial Role of Culture in a Best Practices Compliance Program.

Categories
Innovation in Compliance

Unlocking Success: The Crucial Role of Culture in Compliance: Part 1 – Yvette Hollingsworth – Clark on What is Culture?

Welcome to a special series on building a stronger culture of compliance through targeted and effective training sponsored by Diligent. I will visit with Yvette Hollingsworth-Clark, Viktor Culjak, Jessica Czeczuga, Michael Parker, and Alexander Cotoia in this series. Over this series, we will consider what culture is, how to assess culture, putting together a strategy to manage culture based upon this assessment, monitoring that strategy in the future, and using information from your monitoring to improve your culture continuously. In Part 1, we ask what culture is with our special guest, Yvette Hollingsworth-Clark.

Yvette Hollingsworth-Clark, a seasoned professional in the financial services industry, currently holds the position of Chief Compliance Officer for State Street Corporation. With a robust background in risk management, Yvette has cultivated a deep understanding of the significance and measurement of corporate culture in the financial sector. She asserts that corporate culture should not be solely managed by the compliance function but rather owned by the C-suite and executed in various forms. Yvette emphasizes the need for specific metrics to monitor and promote desired cultural values, such as integrity. She believes culture can be measured through metrics such as the number of risk decisions overruled, challenged, or implemented correctly. She also highlights the importance of considering stakeholders such as customers, clients, and third parties when assessing corporate culture. Join Tom Fox and Yvette Hollingsworth-Clark on this episode to delve deeper into this topic.

Key Highlights:

  • Measuring and Managing Corporate Culture in Finance
  • Shaping Corporate Culture: Board’s Key Role
  • The Nuances of Assessing Organizational Culture

Ready for Purpose-Driven Compliance? Diligent equips leaders with the tools to build, monitor, and maintain an open, transparent ethics and compliance culture. For more information and to book a demo, visit Diligent.com

Join us tomorrow, where we consider how to assess your culture.

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31 Days to More Effective Compliance Programs

One Month to a More Effective Compliance Program: Day 19 – Compliance Culture At The Bottom

One of the most important focuses of the DOJ’s 2023 ECCP was around culture. This means how far has the culture of compliance been driven down into an organization. The 2019 Guidance posed the following:
Culture of Compliance – How often and how does the company measure its culture of compliance? Does the company seek input from all levels of employees to determine whether they perceive senior and middle management’s commitment to compliance? What steps has the company taken in response to its measurement of the compliance culture?
These questions point to a CCO or compliance practitioner demonstrating how a culture of compliance is being burned into the very fabric of an organization. While leadership at and from the top has long been considered by both the DOJ and compliance professionals as a key element to move compliance forward, the 2019 Evaluation has also crystalized thinking around compliance culture throughout the organization, including at the bottom
Too often, strategies to move a compliance program or even an initiative come from the top of an organization and are pushed down. To fully operationalize compliance, you must have leadership in compliance further down the organization which (hopefully) has been a part of the design process and can lead the implementation throughout an organization.

Three key takeaways:

  1. While tone at the top is critical, the tone at the bottom can work to more fully operationalize compliance.
  2. 95% of the work is done at this bottom level.
  3. Use HR to come up with a strategy to move compliance into the bottom for more complete operationalization.

For more information, check out The Compliance Handbook, 4th edition, here.

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Daily Compliance News

January 18, 2023 – The Culture Matters Edition

Welcome to the Daily Compliance News. Each day, Tom Fox, the Voice of Compliance, brings you compliance-related stories to start your day. Sit back, enjoy a cup of morning coffee and listen to the Daily Compliance News. All from the Compliance Podcast Network. Each day we consider four stories from the business world, compliance, ethics, risk management, leadership, or general interest for the compliance professional.

Stories we are following in today’s edition of Daily Compliance News:

  • Vietnamese President resigns over corruption allegations. (Al Jazeera)
  • What to do if you can use non-competes. (WSJ)
  • Is Tesla self-driving a fraud? (Reuters)
  • Culture does matter. (The Guardian)
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Everything Compliance

Episode 109, The New Year’s Edition

Welcome to the only roundtable podcast in compliance as we celebrate our second century of shows. Everything Compliance has been honored by W3 as the top talk show in podcasting. In this episode, we have the quintet of Jay Rosen, Jonathan Armstrong, Jonathan Marks, Tom Fox, and Matt Kelly, all discussing issues they are looking at as we begin 2023. We conclude with our fan-fav Shout Outs and Rants section.

  1. Matt Kelly looks at some of the ESG issues he will be following in 2023, including SEC rules around ESG, potential audit requirements, who will hold this function internally, and the new role of the ESG Controller. He rants about Zulily and its SOX compliance failures which allowed an employee to embezzle over $300,000.

2. Jonathan Marks looks at corporate governance issues in 2023, including board structure and guidance, recent Board failures, and Board oversight and monitoring. He shouts out to the NFL to cancelling the game between the Bengals and Bills.

3. Tom Fox shouts out to the 50th anniversary of School House Rock and lists his top five.

4. Jonathan Armstrong gives us a preview of 5 key issues he is following for 2023: ESG, GDPR fines, ransomware, supply chain risk issues, and crypto scams. He rants about the mistreatment of Prince Harry’s dog and asks if the dog was traumatized when Prince William knocked his brother (Prince Harry) down and broke the dog’s food bowl.

5. Jay Rosen reviews acronyms that drive him crazy. He shouts out to EMS personnel in Cincinnati for training and being prepared when Damar Hamlin went into cardiac arrest during the Bills game and saved his life.

The members of Everything Compliance are:

•       Jay Rosen– Jay is Vice President, Business Development Corporate Monitoring at Affiliated Monitors. Rosen can be reached at JRosen@affiliatedmonitors.com

•       Karen Woody – One of the top academic experts on the SEC. Woody can be reached at kwoody@wlu.edu

•       Matt Kelly – Founder and CEO of Radical Compliance. Kelly can be reached at mkelly@radicalcompliance.com

•       Jonathan Armstrong –is our UK colleague, who is an experienced data privacy/data protection lawyer with Cordery in London. Armstrong can be reached at jonathan.armstrong@corderycompliance.com

•       Jonathan Marks is Partner, Firm Practice Leader – Global Forensic, Compliance & Integrity Services at Baker Tilly. Marks can be reached at jonathan.marks@bakertilly.com

The host and producer, ranter (and sometime panelist) of Everything Compliance is Tom Fox, the Voice of Compliance. He can be reached at tfox@tfoxlaw.com. Everything Compliance is a part of the Compliance Podcast Network.

Categories
Blog

Assessing and Aligning Your Corporate Values

One of concepts enshrined in the Monaco Memo is that the Department of Justice (DOJ) will assess corporate culture for any company that may find itself under investigation for Foreign Corrupt Practices Act (FCPA) violations. This enshrinement is not exactly new as Deputy Attorney General (DAG) Lisa Monaco announced this new DOJ focus in October 2021 in her speech to the ABA White Collar Bar Conference. The parameters of how the DOJ will assess culture are still being worked out but Chief Compliance Officers (CCOs) and compliance professionals need to be considering this issue in the context of their own compliance programs and corporate culture in case the DOJ ever comes knocking. Over the next several blog posts, I will be exploring how a corporate compliance function can assess, monitor and improve your corporate culture.

We begin with assessing your corporate values and then aligning them within your organization. In a recent Harvard Business Review (HBR) article, entitled What Does Your Company Really Stand For?, authors Paul Ingram and Yoonjin Choi explored these and other issues. I have adapted their work for the compliance professional. The authors believe that corporate values are more critical then ever.

New technologies, the lingering effects of the Covid-19 pandemic and the continued fallout from the Russian invasion of Ukraine have forced companies to “reassess what they value in their relationships with their employees, their customers, and even their societies… Across industries and sectors, companies have been forced to ask themselves, “What do we stand for?” and “What binds us to one another and to the community?” Through their research, the authors discovered, “They discovered that when a company’s official values match those of its employees—a situation they call values alignment—the benefits include higher job satisfaction, less turnover, better teamwork, more-effective communication, bigger contributions to the organization, and more-productive negotiations, not to mention more diversity, equity, and inclusion.”

The authors developed a five-step approach for values alignment. The first step is to identify the values within your employee base and create what they call a “values structure” which represents “the eight values that are most significant for each individual and the interdependencies that person perceives among them. For example, someone might believe that pursuing excellence will help satisfy the value of achievement.” Step two is to identify key priorities from strategy to determine “What is the most important thing the organization can do to achieve its strategy?” This determination will allow you align your official values with your organization’s mission.

The next step is to wed values that serve both the organization and its employees. Here you can use a group or groups of employees to make these connections to create value statements based upon the outputs from steps one and two. You may create many value statements, but these can be refined down. The authors note, “values alignment does not require exact matches; someone who identifies achievement as an individual value is likely to feel aligned with a similar organizational value—say, accomplishment. So you have some flexibility in creating your potential value statements.”

Next, in step four, you should begin the assessment process. Here try to be as wide and inclusive as possible. The authors state, “any member of the organization whose input is significant to its ultimate success should be invited to weigh in.” The benefits are clear as the more employees and other stakeholders involved, the wider the engagement will be going forward. This will lead to greater buy-in at the end of the day as well. The fifth and final step is to generate a final list of organizational values. In this process, senior management may become more involved.

The authors concluded their article by noting, “when properly aligned, values are powerful. They serve your strategy and provide your employees with authentic connections, and in so doing they create a foundation for better group performance and higher personal satisfaction. But values are not magic. They don’t become real or effective just because you announce them to your organization in a town hall meeting or etch them into marble at HQ. If you want to enjoy their benefits, you need to work with everybody in your organization to identify and align them. That requires the kind of careful attention and hard work that we’ve described in this article. We can assure you that it’s worth it.”

From the compliance perspective, the protocol the authors have set out can be quite useful. Recognizing that values are but one part of an overall corporate culture, this gives you a mechanism to think through how to begin an overall assessment of your organization. Values do make a portion of an overall culture. Through the engagement advocated herein, you can not only get a good reading on such key values as trust and respect, but, more importantly, learn how to incorporate them as overall assets into your corporate culture.

Categories
Innovation in Compliance

Corporate Case Management in the Era of the DoJ’s Monaco Memo: Episode 1-A Speak-Up Culture

Welcome to a special podcast series, Corporate Case Management in the Era of the DoJ’s Monaco Memo, sponsored by i-Sight Software Solutions. Over this series, we detail the changes wrought by the Monaco Memo and how compliance professionals can respond to these new challenges. In this Part 1, we look at the role of a speak-up culture in responding to the DOJ changes set out in the Monaco Memo. Highlights include:

  • What did the Monaco Memo say about corporate culture?
  • What is a ‘speak-up culture?
  • How do we encourage and foster a speak-up culture?  
  • Why is setting expectations critical to creating and maintaining a speak-up culture?
  • How a speak-up culture can provide valuable compliance and business operations information.

For more information, check out i-Sight here.

Categories
Blog

The Nets and a Failure of Corporate Culture

What is corporate culture? What are ethical values? What is integrity at your organization? All of these questions are critical to the success of any business. Unfortunately, we usually see the answers to these questions play out in the negative. This week the Brooklyn Nets hit the trifecta of negative answers to all the above.

It all started out with a tweet from that noted freethinker (i.e., flatworlder & anti-vaxxer) Kyrie Irving who, according to Rolling Stone magazine, took to Twitter to boost a movie and book, Hebrews to Negroes, stuffed with antisemitic tropes. The movie espouses ideas in line with more extreme factions of the Black Hebrew Israelites, which have a long history of misogyny, homophobia, xenophobia, Islamophobia, and especially antisemitism. If that was not bad enough, when asked to explain himself in a post-game press conference, Irving was shocked, shocked that anyone would question him, saying according to ESPN, he “does not believe he did anything wrong in promoting an antisemitic film and book on his social media accounts.”

The condemnation was swift from the Nets and other National Basketball Association (NBA) players. According to Rolling Stone, as an organization, “The Brooklyn Nets strongly condemn and have no tolerance for the promotion of any form of hate speech. We believe that in these situations, our first action must be open, honest dialogue. We thank those, including the ADL, who have been supportive during this time.” The Nets owner Joe Tsai also issued a statement Friday night on Twitter expressing, “I’m disappointed that Kyrie appears to support a film based on a book full of anti-Semitic disinformation. I want to sit down and make sure he understands this is hurtful to all of us, and as a man of faith, it is wrong to promote hate based on race, ethnicity or religion.” He added, “This is bigger than basketball.”

Nets (then-more on that below) coach Steve Nash said in Basketball News, “”I just hope that we all go through this together,” Nash said before the Nets game against the Indiana Pacers. “There’s always an opportunity for us to grow and understand new perspectives. “I think the organization is trying to take that stance where we can communicate through this. And try to all come out in a better position and both more understanding and more empathy for every side of this debate and situation,” Nash added.”

According to SI.com, “the Inside the NBA crew of Ernie Johnson, Charles Barkley, Kenny Smith and Shaquille O’Neal had strong opinions on the” tweet and events.  “Barkley and O’Neal didn’t pull any punches in ripping Irving, with both hosts referring to him as “an idiot.” Barkley expressed his disappointment that the NBA didn’t suspend Irving, while Shaq called out Irving.”

What does a company do when one of its top producers lays out an antisemitic tweet? Why of course it fires the coach. Of course, the Nets said was it was based on the team’s abysmal start. GM Sean Marks said, “a change is necessary at this time. ESPN noted “it’s exceptionally rare for an NBA coach to be let go on a game day, much less roughly 12 hours after a win (the Nets beat the Indiana Pacers 116-109 on Monday night). Marks explained the business decision had been in the works for days. If the timeline he refers to here is accurate, these conversations would have actually started only a few days into the 2022-23 regular season.” Although Marks said the players had no input into the decision to fire Nash, nothing gets done on the Nets without the input of its star player Kevin Durant. In other words, Irving puts out an antisemitic tweet and the coach is fired. All of that sounds like NCAA enforcement back in the day where when Ohio State was caught violating the recruiting rules, Western Kentucky got put on probation.

But it even gets worse from a culture, reputational and integrity perspective next. Apparently, the Nets are aiming to hire the suspended Boston Celtics head coach Ido Udoka. Udoka was suspended before the season started, according to The Athletic for “having an intimate relationship with a female member of the Celtics organization. The Celtics front office determined Udoka’s actions were unacceptable, and he was unfit to coach the team he had just led to the NBA Finals. They suspended the second-year coach for the entirety of the 2022-23 season.”

The Athletic (and even WOJ) reported that Udoka is on the verge of being awarded the same job in a different organization, not even two months into his suspension. The article went on to ask, “And what about the Nets? Did they even think about the women who work in their organization and how they would be affected by such a hire? Hiring Udoka is a slap in the face to all of those women and women everywhere.”

What is the culture of the Nets? I went to the Nets website to review their Code of Conduct but it is entitled, NBA Fan Code of Conduct. No policy on harassment, discrimination or anything else. Even the Houston Astros had a policy against abuse towards women when they decided it only applied to Astros players and not players from other teams when they traded for Roberto Osuna.

Where is the NBA in all of this? Nowhere to be seen apparently. Once again, I went to the NBA website and no public facing Code of Conduct for itself or its teams.

What does all of this say about the culture, ethics and integrity of the Net? I will leave you to conjugate on that question. What would you do when a top producer violates an accepted norm by supporting a clearly antisemitic movie? Do you think he can claim that there was nothing in the Code of Conduct about it as the Nets apparently have no Code of Conduct? What does it say about its romancing of a new head coach who is currently under suspension for having an inappropriate relationship with a female team employee that the Celtics considered a violation of the team’s organizational guidelines. What will it mean for female employees? Will or even can they ever trust him?

And everyone thought the culture of the Washington Football Team was the worst in sports.