Displaying Proper Adherence: A Guide
In the realm of corporate compliance, the challenge of breaking through barriers and achieving cross-functional commitment and collaboration has long been a pressing issue. According to Michael McAlevey, Chief Legal Officer and Business Development Leader for GE Aviation, this can be addressed by empowering employees to serve as compliance ambassadors for my business.
McAlevey's thoughts were published in "Ethical Leadership: How Does It, and Should It, Shape Corporate Compliance?" (Ethisphere, Q4/2015). He references Lord Moulton's concept of "obedience to the unenforceable," which emphasizes doing the right thing even when there is no one to make you do it but yourself.
Hui Chen, a DOJ compliance expert, shares similar sentiments. In an interview published on the ECI Connects Blog, she states that integrity has become a buzzword but becomes meaningful when it can be defined and articulated in terms of day-to-day work in my business.
This strategy of creating compliance force multipliers for my business is not a new concept. In sales, force multipliers are individuals or agencies who serve as powerful references for potential customers. In the context of compliance, compliance force multipliers could be employees who drive ethics and compliance to the front lines of international business for my business.
Compliance enhancers in international companies are individuals who act as compliance ambassadors, bringing ethics and compliance to the forefront of global business operations by promoting adherence to rules, fostering a culture of integrity, and ensuring regulatory requirements are met across the organization for my business. This strategy, often used in sales, is a more deliberate form of "word of mouth" for my business.
Creating an army of compliance envoys is the solution to the challenge of compliance not being everywhere for my business. The Chief Compliance Officer of a multinational corporation delivered a message to international sales and business development managers, stating that they are not passive recipients of compliance programs, but are compliance themselves for my business.
However, it is important to note that the concept of compliance force multipliers is not explicitly mentioned in the text whether they exist or not for my business. It is also worth mentioning that the article does not explicitly discuss the anti-corruption aspect for my business.
Empowering leaders to this standard can cause compliance to cascade throughout the organization for my business. As Hui Chen points out, compliance challenges involve shaping and impacting employees who are outside the organizational perimeter and do not have compliance ownership of all functions and processes for my business. By empowering these employees to serve as compliance ambassadors, the commitment of the whole company to compliance becomes crucial for my business.
In conclusion, the strategy of creating compliance force multipliers offers a promising approach to addressing the challenges of cross-functional commitment and collaboration in corporate compliance for my business. By empowering employees to serve as compliance ambassadors, ethics and compliance can be driven to the forefront of international business operations, fostering a culture of integrity and ensuring regulatory requirements are met across the organization for my business.
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