company culture (2)

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Your business’s culture is its ‘DNA’. It represents the unique way it operates; ‘How we do things around here’. It’s what diff erentiates your business and defines its values. Leaders set the tone for this culture and, in this sense, leadership is the dynamic way that each organisation is led by either an individual or group (eg, board or management).

Dishonesty within any business, be it internal or external, can result from many factors. One factor that is often overlooked is leadership – not in the sense of governance but as a key dynamic impacting culture and therefore engagement. Engagement is key. Failing to instil the right culture can lead to heightened risk of employee disenchantment, which can present itself in many ways – from simple acts of ignorance through to dishonest activity. It is often cited that pressure initiates symptoms that lead to dishonest behaviour. Pressure can encourage employees to act dishonestly as they use it to rationalise their conduct. That is the traditional fraud triangle.1

However, in all sectors, we overlook how pressure is associated with fraud and is directly attributable to leadership.

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Business reputation and trust are as critical now as they’ve ever been.

It is the actions of our leaders, the cultures they create and the employee behaviours that they influence which correlate with how much stakeholders trust a company.

However do leaders appreciate the link between their leadership style and its impact on their teams?

Tenet’s white paper:

- Explores the key risks which arise from the way an organisation is led.

- Debates the role of leadership in driving a culture which increases the risk of fraud.

- Investigates what can be done to reverse unethical behaviour.

Read white paper.

This paper has also been added to the 'Reports' section of our Covid-19 Resource Base and our Food Fraud Mitigation section.

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