2015 prompted boardrooms to re-evaluate their view of reputation and in particular the ethics that feeds it. This whitepaper explores the complex dynamics in today’s organisations that can lend themselves to weaknesses and how to overcome them and establish a cultural DNA of ethical behaviour.
Fuelling the organisation
Organisations that meet their strategic goals and thrive are the ones that create an environment where there are no barriers to change and collaboration. They encourage freethinking, challenge the status quo and are open and transparent about how they operate. Conversely, it’s evident that organisations that lack these cultural attributes often lose their competitive edge and risk their reputation.
It may seem a stark scenario, yet in the past 12 months, we’ve seen companies stumble because their culture, especially the ethics that underpin them, have faltered.
Protecting ones reputation has never been so fierce a battle. Consumers now define a company by its product, service and a range of less tangible measures. No longer can you assume the product is enough.
In fact, research by The Reputation Institute shows that 60% of people’s willingness to engage with an organisation is driven by their perception of who they are and only 40% by the products they produce. It’s one of the clearest indicators to the boardroom that what you stand for as an organisation matters more than what you do.
This naturally brings challenges. How do you ensure consistent decision-making aligned with organisational values and objectives throughout your organisation? And more particularly, how do you ensure it’s an integral part of the company’s DNA.