The Global Ethicist
Take it from the top By *Andrea Bonime-Blanc It’s easy to think the reputational buck stops with the chief executive. But even the CEO is accountable to the board, which needs to keep a close eye on more than just the money, says Andrea Bonime-Blanc. The proliferation of scandals involving executive malfeasance that have graced countless global newspapers, book covers and websites in this century alone is mesmerising. It began with Enron, WorldCom and Parmalat at the turn of the century, continued with Siemens, DaimlerChrysler and Boeing, and culminated (one hopes) over the past five years with almost every financial institution on Wall Street and in the City and beyond creating the second worst global financial meltdown in human history. Scandal and malfeasance may be one of the hallmarks of our time, perhaps only second to the massive disruption of the digital media age. In fact the two are linked, as instantaneous communication has contributed to the uncovering and rapid publicising of massive scandals (Libor comes to mind). So, in such a tumultuous world, who is responsible for creating and maintaining an organisation’s reputation? It starts not just at the top – the chief executive – but at the tippy top: the board of directors. For too long, boards have given themselves a pass on this account, often because the board’s chairman is also the chief executive. It is, however, the board (of any form of organisation – for profit, non-profit, academic or governmental) that must hold the chief executive accountable for achieving the proper financial and reputational results. The proverbial ‘buck’ has to stop somewhere. One thing is clear. Sizeable scandals do not originate at the shop floor or the accounting department, they are not schemes concocted by low- or mid-level employees. They are high-level scandals that begin and […]