This is the final entry in a series of five posts suggesting best practices for implementing corporate cultural change. For an overview of all the tips on this subject, check out this preview post. The first post in the series was about tone and conduct at the top and the importance of operationalizing these. The second post discussed how to tangibly encourage organizational justice via consistent, visible investigation and enforcement efforts. The third post focused on policies to have in place, while last week’s post was about the procedures to complement and support those. Today, the fifth and last post in the series will provide ideas for how compliance programs can go beyond traditional training to create a culture which risks and values are addressed and integrated into awareness and communication efforts.
The last four posts have discussed the management controls and organizational structures that are important to implement in order to address needed cultural change and manage compliance risks. Motivating management to act as leadership and vice versa and then taking advantage of their fluency to leverage buy-in for enforcement efforts, policies, and procedures that will contribute to reform and improvement initiatives has been the focus so far. The final area for compliance and ethics professionals to take on in this process is employee and organizational education.