Compliance and Integrity

In the earliest stages, organizational ethics centered on the narrow perspective of ethics—the notion of compliance. Are we following the laws? Are we at risk from litigation? If so, how do we minimize that risk?

Ethics programs matured and ethics officers, most of whom are selected from the managerial ranks with little, if any, special preparation, developed increased sophistication regarding the challenges facing their organizations. Both the ethics officers and their organizations began to embrace personal and corporate values in decision making (value-based decision making) as the logical expansion of the definition of what it means to be ethical. What has emerged is what many ethics officers today characterize as the “best practices” model of the ethics office and of a values-based corporation.

But change continues. What is emerging today is a more holistic definition of what it means to be a “good” corporation. This new, global view will again help to reshape the responsibilities and focus of the ethics officer.

The shift to a global perspective means another broadening of the definition of ethics. “Global Integrity” is the latest descriptor, and it embraces both compliance and ethics. It also adds concern for rule of law, human rights, good governance, labor/child labor concerns, anti-corruption/anti-bribery, concern for the environment, safety, social responsibility, good corporate citizenship, and respect for the whole diverse array of local cultures to the definition. This increases the organization’s obligation to reach beyond traditional company boundaries to consider how decisions would affect the surrounding community. One consequence of this new global definition of the organizational ethics is increased scrutiny by stakeholders, especially advocacy groups and the media.

Corporate ethics officers, especially those in multinational corporations and/or corporations with global suppliers/markets, are being challenged with fundamental questions in this expanded integrity area. Perhaps the most common, and most challenging, is how the corporation will balance the desire for global standards (consistency) against the need for local application of standards.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Small Business

A small business is a business that must have at least two of the following characteristics: 1) independent management with the managers often owning the firm, 2) the capital contribution coming from a limited number of individuals—perhaps only one, 3) the firm operating in a local area, and 4) the firm representing a small part of the overall industry.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

International Codes of Environmental Conduct

A number of business organizations have developed codes of environmental conduct. Among the most important ones are the following:

• International Chamber of Commerce (ICC): The ICC developed the Business Center for Sustainable Development, 16 principles that identify key elements of environmental leadership and call on companies to recognize environmental management as among their highest corporate priorities.
• Global Environmental Management Initiative (GEMI): A group of over 20 companies dedicated to fostering environmental excellence, GEMI developed several environmental self assessment programs, including one that helps firms assess their progress in meeting the goals of the Business Center for Sustainable Development.
• Keidanren: This major Japanese industry association has published a  Global Environmental Charter that sets out a code of environmental behavior that calls on its members to be “good corporate citizens.”
• Chemical Manufacturers Association (CMA): The U.S. based industry association developed Responsible Care: A Public Commitment, which commits its member-companies to a code of management practices, focusing on process safety, community awareness, pollution prevention, safe distribution, employee health and safety, and product stewardship. The group is working for the international adoption of these principles.
• CERES Principles: These are 10 voluntary standards developed by the Coalition of Environmentally Responsible economies that commit signatory firms to protection of the biosphere, sustainable use of natural resources, energy conservation, risk reduction, and other environmental goals.
• International Organization for Standards (ISO): ISO 14000 is a series of voluntary standards introduced in 1966 by the ISO, an international group based in Geneva, Switzerland, that permit companies to be certified as meeting global environmental performance standards.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

High Performance Standards

It is important that you clearly define performance standards for employees. Employees need to know what performance level is expected, what performance is below standards, and what it takes to achieve high standards of performance.

The most convenient time to set performance expectations is during the employee’s annual performance review at the beginning of a new business planning cycle. Prepare for this discussion by doing the following:

1. Identify what you would consider objectives for the employee, i.e., the goals for performance that exceed the job requirements and are challenging, yet attainable. Things to consider: giving the employee more decision-making authority, adding responsibilities, taking on supervisory roles, and increasing productivity goals.
2. Consider also the requirements for satisfactory performance relative to the employee’s tenure, experience, and expertise.
3. Discuss your expectations with your employee, taking into account his or her perspective and any information you may have overlooked that would affect standards of performance. The more input employees have in setting performance expectations, the more likely they will be to buy into the standards upon which you agree.
4. With your employee, come to consensus on performance standards that meet and exceed expectations. Document your decisions.
5. Clarify the rewards for performance with the employee.
6. Meet periodically to discuss progress. If appropriate, revise expectations while keeping goals challenging.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Creating a Professional Persona

Your persona is how you appear to your readers. Demonstrating the following characteristics will help you establish an attractive professional persona:

• Cooperativeness: Make clear that your goal is to solve a problem, not advance your own interests.
• Moderation: Be moderate in your judgments. The problems you are describing will not likely spell doom for your organization, and the solution you propose will not solve all company’s problems.
• Fair-mindedness: Acknowledge the strengths of opposing points of view, even as you offer counter-arguments.
• Modesty: If you fail to acknowledge that you don’t know everything, someone else will be sure to volunteer that insight.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Business Process Reengineering: Things to Remember

• Do not undertake reengineering of all processes simultaneously. Select only those which meet the following criteria:

1. Processes that require immediate attention;
2. Processes that will have significant impact on customers;
3. Processes which are most amenable to redesign.

• Communicate intensely to persuade people to accept and not resist the proposed changes.
• CEO must be seen to commit, at the minimum, 50 percent of his time.
• Set aggressive reengineering performance targets; incremental improvement targets will not create either urgency or excitement.
• Monitor progress and initiate corrective action.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Service Culture

Any policy, procedure, aspect, action, or inaction of an organization contributes to the service culture. This includes employee appearance, the way employees interact with customers, and their knowledge, skill and attitude levels. It also encompasses the physical appearance of the organization’s facility, equipment, and any other aspect of  the organization with which the customer comes into contact.

Service culture has following elements:

• Service philosophy:  Direction or vision of the organization that gives you day-to-day interactions with the customer.
• Employee roles and expectations: Specific communications or measures that indicate what is expected of you in customer interactions and define how your performance will be evaluated.
• Policies and procedures: Guidelines that define how various situations or transactions will be handled. These can help or hinder service delivery depending on your flexibility in interpreting and applying them.
• Management support: Availability of management to answer questions and assist you in customer interactions, when necessary.
• Motivators and rewards: Monetary, material items or feedback that prompts you to continue to deliver service and perform at a high level.
• Training: Instruction or information provided through a variety of techniques that teach knowledge or skills, or attempt to influence your attitude toward excellent service delivery

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Global Sourcing & Operating Guidelines

Levi Strauss & Company developed the following policy to guide the firm through the maze of international business and maintain its high standard of ethical integrity. Levi Strauss & Co., has a heritage of conducting business in a manner that reflects its values. Because the company sources in many countries with diverse cultures, it must take special care in selecting business partners and countries whose practices are not incompatible with its values. Otherwise, its sourcing decisions have the potential of undermining this heritage, damaging the image of its brands and threatening its commercial success.

Business Partner Terms of Engagement

Terms of Engagement address issues that are substantially controllable by our individual business partners.

We have defined business partners as contractors and subcontractors who manufacture or finish our products and suppliers who provide material (including fabric, sundries, chemicals and/or stones) utilized in the manufacturing and finishing of our products.

i.            Environmental Requirements: We will only do business with partners who share our commitment to the environment and who conduct their business in a way that is consistent with Levi Strauss & Co.’s Environmental Philosophy and Guiding Principles.

ii.            Ethical Standards: We will seek to identify and utilize business partners who aspire as individuals and in the conduct of all their businesses to a set of ethical standards not incompatible with our own.

iii.            Legal Requirements: we expect our business partners to be law abiding as individuals and to comply with legal requirements relevant to the conduct of all their businesses.

iv.            Employment Practices: We will only do business partners whose workers are in all cases present voluntarily, not put at risk of physical harm, fairly compensated, allowed the right of free association and not exploited in any way. In addition . . . . specific guidelines [are provided in the areas of]: wages and benefits, . . . . working hours, . . . . . child labor, . . . . prison labor/forced labor, . . . . health and safety, . . . . discrimination, [and] . . . . disciplinary practices.

v.            Community Involvement: We will favor business partners who share our commitment to contribute to the betterment of community conditions.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Protecting Trademark

Use the following strategies to protect your employer’s trademark:

• Distinguish trademarks from other material. Use boldface, italics, a different typeface or size, or a different color to distinguish the trademarked item.
• Use the trademark symbol. At least one in each document—preferably, the first time—use the appropriate symbol after the name or logo, followed by an asterisk. At the bottom of the page, include a statement such as: “COKE is a trademark of the Coca-Cola Company.”
• Use the trademarked item as an adjective, not as a noun or a verb. Trademarks can become confused with the generic term they refer to. Use the trademarked item along with the generic term.
• Do not use the plural form or the possessive form of the term. Doing so reduces the uniqueness of the item and encourages the public to think of the term as generic.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Strategy Development

One useful approach to strategy development involves a five-step process in which planners answer five questions about each strategic issue. The following questions should be adjusted depending on whether the direct or indirect, goals, or vision of success approach to strategy formulation is used:

1. What are the practiced alternatives, dreams, or visions we might pursue to address this strategic issue, achieve this goal, or realize this scenario?
2. What are the barriers to the realization of these alternatives, dreams or visions?
3. What major proposals might we pursue to achieve these alternatives, dreams, or visions directly or to overcome the barriers to their realization?
4. What major actions must be taken within the next year (or two) to implement the major proposals?
5. What specific steps must be taken within the next six months to implement the major proposals, and who is responsible?

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.