Corporate Eye

All posts in Corporate governance

whistleblowing

“The only thing necessary for the triumph of evil is for good men to do nothing”
Thomas Burke

Nobody plans to become a whistleblower.

But sometimes someone finds out that something unethical, immoral, illegal or inappropriate is happening in their workplace or industry sector, and feels that they must report it.

This is a difficult and stressful activity particularly if they need to report something being done by a colleague or employer. Whistleblowers risk losing … Read the rest

mobile-worker


Every company is digital and every employee is a mobile worker.

Driving this trend is enterprise mobility one of the most disrupting changes facing business. While many interpretations exist, enterprise mobility refers not only to mobile workers and mobile devices, but also to the transfer of corporate data via messaging, conferencing, files and storage. Workers now are able to transact business with anyone, anytime, anywhere, anyplace with any device.

Enterprise mobility promotes sharing of knowledge … Read the rest

plain-language

Mike Miranda from the Clear Law Institute offered to write a post for us about communicating compliance requirements in plain language. I spend a lot of time reviewing corporate websites, and sometimes the compliance sections are the hardest (and slowest), because of the complexity of the language, and the density of the information. Plain language matters!

Over to you, Mike…


When we talk to each other we generally speak in plain language. Have you ever … Read the rest

reverse-mentor-relationship

My last post outlined how the Reverse Mentoring technique can improve Board and C-level technology knowledge. Now it is time to look at “proof of concept”. Do companies use this technique and are there benefits?

Since GE introduced it in 1999, more companies have introduced Reverse Mentoring as a enterprise practice. Here is a sample of those companies:

 

COMPANY INDUSTRY REVERSE MENTORING DISCUSSION
Mastercard Financial DOCUMENT
HP Technology DOCUMENT
Coty Cosmetics DOCUMENT
Citicorp Financial
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reverse-mentoring

My last post reviewed techniques some companies use to improve the technology knowledge of Board and C-Level executives. Executives need this knowledge to make effective Innovation Governance decisions. 

To be sure, not every innovation fully involves some type of technological influence,  however as McKinsey consultants indicate most do:

The technology lens assesses feasibility and often provides benefits that can create and sustain competitive advantage. Technology, broadly defined, is the enabler of almost all innovative products,

Read the rest