The Human Factor: Corporate Integrity Matters

082 - Integrity talk with Joanna Kleinmannn

Tue, 10 Mar 2026 06:00:00 +0100

In this engaging conversation, Sonja Stirnimann and Joanna Kleinmann, a renowned psychotherapist and leadership coach, discuss the critical role of personal integrity in both individual and organizational success. Joanna emphasizes the importance of self-awareness, resilience, and the human factor in leadership, arguing that true transformation begins within. The dialogue explores how personal growth can lead to a more positive organizational culture and the necessity of addressing integrity at a personal level to foster a thriving workplace.

Just a few highlights of our conversation with Joanna Kleinmann:

I don't know how an organization can be at their best if they don't have very specific guidelines about their corporate values and their corporate integrity.

If we are not resilient enough, we can also not support our teams.

It's a competitive advantage if an organization really prioritizes the human factor.

The more people that can do that inner work, the better our world will be.

Some of the takeaways of this integrity talk:

• Integrity starts with us, with all of us.

• People are responsible for creating their own reality.

• The way you do one thing is the way you do everything.

• Many people are afraid to do this work.

• The most important work you can do is to shift your lens.

• It starts with you; it doesn't start with anybody else.

• We need to make personal integrity a priority.

• The ripple effect of personal growth is monumental.

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

Episode 019 - Corporate Resilience: Hype or Asset?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward to meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

081 - Integrity talk with Nick Gallo

Tue, 10 Feb 2026 06:00:00 +0100

In this conversation Sonja Stirnimann and Nick Gallo, co-CEO of Ethico, discuss the multifaceted nature of integrity in business, emphasizing its importance beyond mere compliance. They explore the interplay between individual and corporate integrity, the role of culture in fostering ethical behaviour, and the challenges leaders face in maintaining integrity under pressure. Nick Gallo shares personal experiences and insights on mentoring future leaders, the significance of a long-term perspective, and the essential role of people in cultivating a culture of integrity.

Just a few highlights of our conversation with Nick Gallo:

Compliance is maybe the bricks in the wall, and integrity is what kind of holds it together.

I just think culture is the only sustainable competitive advantage in business. And culture is like a bonfire.

And especially also now with all the globalization we have, we have different cultures. And different culture also means different understanding of integrity.

A leader has that strategic foresight, also makes sure that the organization and also the teams are resistant and resilient.

Some of the takeaways of this integrity talk:

• Integrity is the mortar that holds compliance together.

• Culture is the only sustainable competitive advantage in business.

• Words on a wall are often aspirational and not reflective of actual behaviour.

• Every business is fundamentally a people business.

• Integrity is not set in stone; it evolves with the organization.

• Maintaining integrity requires constant reinforcement and focus.

• Long-term perspectives help navigate ethical challenges effectively.

• People want to be part of organizations they can be proud of.

• Leaders must continually tend to the culture of integrity within their organizations.

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

Episode 072 - Back to Boardroom Reality – Integrity in Strategic Reset

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward to meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

080 - Integrity talk with Melanie Shong

Tue, 13 Jan 2026 06:00:00 +0100

In this conversation, Melanie Shong discusses the evolving role of HR in corporate integrity and ethical leadership. She emphasizes the need for HR professionals to reassess their approach to decision-making, the importance of understanding business needs, and the challenges they face in hiring practices. Melanie advocates for creativity in problem-solving and the necessity of asking the right questions during the hiring process. The discussion also highlights the collaboration between HR and compliance to ensure ethical practices within organizations.

Just a few highlights of our conversation with Melanie Shong:

We have to kind of wake up and reassess how we go about doing our HR business to guide our leaders and make sure that they are making ethical decisions.

But a bad hire costs even more..

The higher the people are, they are trying to find the less critical HR is when it comes to the CV.

The most important thing you can do is to listen carefully to what they need.

Some of the takeaways of this integrity talk:

• HR must reassess its role in ethical decision-making.

• Integrity starts with the individual and their character.

• HR professionals often feel they lack a seat at the table..

• A bad hire can be more costly than anticipated.

• Creativity in problem-solving is essential for HR.

• Hiring practices should be critically evaluated, especially for higher-level positions.

• Collaboration between HR and compliance is vital for corporate integrity.

• Understanding the business is crucial for effective HR practices.

• Empowering HR professionals can lead to better hiring outcomes.

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

Episode 048 - Human based challenges in (investigative) interviews

Episode 049 - First integrity talk with Melanie Shong

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward to meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

079 - Integrity Talk With Martine Richmann

Thu, 18 Dec 2025 06:00:00 +0100

In this integrity talk, Sonja Stirnimann and Martine Richmann discuss the intersection of digital transformation, corporate integrity, and the ethical implications of AI adoption. They explore the necessity of having a clear digital strategy, the importance of guidelines for ethical AI implementation, and the role of leadership in fostering a culture of integrity within organizations. The discussion emphasizes the need for organizations to align their actions with ethical principles and to manage risks associated with data integrity and AI technologies.

Just a few highlights of our conversation with Martine Richmann:

But it's really important, not only for reputational risk, if we think of AI, but also for the other financial impact that you will have.

I really recommend to build basically AI ethics board.

The more complex it is, the less we can expect that people can follow through.

So integrity or corporate integrity is not an option.

Then we have all these kind of ethic boards, but maybe not staffed with the expertise we would need to have.

Some of the takeaways of this integrity talk:

• Digital transformation requires a clear strategy for alignment.

• Corporate integrity is essential for ethical decision-making.

• AI adoption must be guided by ethical principles.

• Organizations often overlook the need for an AI strategy.

• Guidelines for AI should be simple and accessible.

• Data integrity is crucial for effective AI implementation.

• Leadership accountability is key in promoting ethical practices.

• Awareness of AI risks should be spread across all levels.

• Creating a culture of integrity enhances corporate governance.

• Continuous training and awareness are necessary for ethical compliance

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

Episode 016 - Check your security in the cyber territory

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward to meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

078 - Closing the Loop – What the Year Really Taught Us About Integrity

Tue, 09 Dec 2025 06:00:00 +0100

In this final episode of the year, Sonja Stirnimann emphasizes the importance of reflection in leadership, particularly during the busy month of December. She encourages leaders to assess their integrity, resilience, and ethical clarity, and to consider how they can improve their decision-making and presence in the coming year. The conversation highlights the need for closure and meaningful reflection rather than just task completion, urging leaders to carry forward insights gained from the past year into their strategic planning for 2026.

Takeaways

• What did this year reveal for us?

• Where were we tested as a person, as a team, and as an organization?

• Integrity is shown under pressure, not just in planning.

• We often miss closure, not just project closure but growth closure.

• Ambiguity can be mistaken for agility, losing ethical clarity.

• Reflecting on decisions helps recalibrate our values.

• Presence is crucial for visible integrity in leadership.

• Real leaders review decisions, not just results.

• Integrity is carried forward, not reset in January.

• Unstructured reflection is essential for meaningful leadership

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

054 - How a diverse Board impacts Corporate Integrity

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters If you enjoyed this episode, please share subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

077 - Integrity Talk With Salih Ahmed

Thu, 20 Nov 2025 06:00:00 +0100

In this conversation, Salih Ahmed Islam discusses the critical role of internal audit in organizations, emphasizing the importance of effective communication with management and the board. He shares insights on the challenges faced by internal auditors, the necessity of board support, and the impact of technology, particularly AI, on auditing practices. Salih also highlights the delicate balance between maintaining independence and fostering relationships with management, concluding with best practices for internal auditors.

Just a few highlights of our conversation with Salih Ahmed:

Clear communication is the backbone of internal auditing.

The finding doesn't end when the report is issued. It's only truly closed when the risk is mitigated.

Internal auditors power comes from the top.

We are allies of the truth.

Some of the takeaways of this integrity talk:

• Clear communication is essential for effective internal auditing.

• The method of communication can impact the effectiveness of audit findings.

• Board support is crucial for the success of internal audit functions.

• Managing audit findings requires diligent follow-up and resolution.

• AI and technology can enhance audit processes but require proper implementation.

• Internal auditors should focus on auditing processes, not individuals.

• Independence is vital, but relationships with management can be beneficial.

• Timely closure of audit findings mitigates organizational risk.

• Internal auditors must be proactive in their roles to ensure effectiveness.

• Establishing clear boundaries in relationships with management is important.

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

032 – Integrity talk with Salih Ahmed Islam

Linkedin Profile

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward to meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

076 - The Weight of the Signature – Responsibility When It Gets Real

Tue, 11 Nov 2025 06:00:00 +0100

In this episode, Sonja Stirnimann discusses the critical theme of responsibility in leadership, particularly during the high-pressure month of November. She emphasizes that responsibility is not merely a value or vision statement but a reality that leaders must own. The episode explores the emotional weight of decision-making, the importance of clarity in accountability, and the need for ethical leadership. Sonja Stirnimann provides thought-provoking questions for leaders to reflect on as they approach year-end decisions, urging them to pause and consider the implications of their signatures and commitments.

Takeaways

• Responsibility is a reality that cannot be delegated.

• Leaders often feel pressure to demonstrate control before year-end.

• The emotional side of responsibility is often overlooked.

• Higher positions can lead to fewer challenges to assumptions.

• It's important to pause and ask uncomfortable questions.

• Ethical leadership involves ownership before a crisis occurs.

• Your signature represents a commitment to your organization.

• Clarity in accountability is crucial for effective governance.

• Leaders should reflect on what they are approving.

• The human factor in leadership shows up in the pause before signing.

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

017 – The 9 core sectors to identify risks in the business model

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

075-3 Integrity Deep Dive Session With Maya Bundt (Part 3)

Mon, 27 Oct 2025 06:00:00 +0100

This deep session with Maya Bundt and Sonja Stirnmann delves into the intricacies of cybersecurity board reporting, focusing on a newly developed framework aimed at bridging the gap between operational and strategic governance. The discussion highlights the importance of understanding organizational maturity, risk levels, and the specific needs of different companies in crafting effective cybersecurity reports. Key factors influencing reporting, such as data assurance and content structure, are explored, along with the necessity for ongoing dialogue and adaptation in reporting practices. The conversation concludes with a call for feedback and collaboration in future research efforts.

Highlights of this deep dive session with Maya Bundt:

We have in the framework also factors that influence board reporting.

If I don't get the assurance about the information I have in front of me, then it doesn't help me anything.

Risk view is important. Cyber governance is important. So how is this risk being mitigated in the organization

Some of the takeaways of this deep dive session:

• The framework for cybersecurity reporting is a starting point.

• Not all companies have the same cybersecurity needs.

• Organizational maturity affects reporting requirements.

• Risk levels influence board governance discussions.

• Data assurance is crucial for reliable reporting.

• The context of operations is essential for risk assessment.

• Different types of reports can be structured for various needs.

• Ongoing discussions about cybersecurity should be normalized.

• Feedback from board members is valuable for future research.

• The framework aims to facilitate a warm handshake between operations and strategy.

IMPORTANT LINKS AND MENTIONS

The Report: https://www.cybersecurityboardreporting.com/

Our guest Maya Bundt https://www.linkedin.com/in/maya-bundt-8b2532/

and a big thank you to the co-authors too:

Chris Verdonck https://www.linkedin.com/in/chrisverdonck/

Tommy Viljoen https://www.linkedin.com/in/tommyviljoen/

The following episodes might be also of interest for you:

Episode 052 - How to adress the 3rd party cyber risk

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward to meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

075-2 Integrity Deep Dive Session With Maya Bundt (Part 2)

Fri, 24 Oct 2025 06:00:00 +0100

In this deep dive session Maya Bundt and Sonja Stirnimann discuss the findings from research on cybersecurity board reporting, emphasizing the importance of board-level governance and the need for strategic discussions on cybersecurity. The conversation highlights the challenges in current reporting practices, including the high level of aggregation of information and the lack of standardization. Maya advocates for a framework that facilitates effective communication between boards and executive teams, ensuring that cybersecurity is treated as a strategic priority.

Highlights of this deep dive session with Maya Bundt:

So one of the results and also for me honestly a surprise was that not all boards discuss cyber security in the full board.

Cybersecurity needs to be at the top. So it means it needs to be discussed within the full board.

There should be no cybersecurity strategy that is not linked to the business strategy.

Some of the takeaways of this deep dive session:

• Not all boards discuss cybersecurity at the full board level.

• Cybersecurity risks consistently rank as top concerns.

• Cybersecurity should be a strategic topic discussed by the full board.

• Discussions on cybersecurity often last only 15 minutes.

• The lack of dedicated technology committees is surprising.

• Cybersecurity strategy must align with business strategy.

• Board reports often present highly aggregated information.

• There is no standardization in cybersecurity reporting across organizations.

• A framework for effective cybersecurity communication is needed.

• Both boards and executive teams must engage in meaningful discussions.

IMPORTANT LINKS AND MENTIONS

The Report: https://www.cybersecurityboardreporting.com/

Our guest Maya Bundt https://www.linkedin.com/in/maya-bundt-8b2532/

and a big thank you to the co-authors too:

Chris Verdonck https://www.linkedin.com/in/chrisverdonck/

Tommy Viljoen https://www.linkedin.com/in/tommyviljoen/

The following episodes might be also of interest for you:

Episode 059 - Cyber Resilience at Board level

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward to meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

075-1 Integrity Deep Dive Session With Maya Bundt (Part 1)

Thu, 23 Oct 2025 06:00:00 +0100

This deep dive session with Maya Bundt and Sonja Stirnimann delves into the intricacies of cybersecurity board reporting, highlighting the research process, challenges faced, insights gained from board member interviews, and the importance of frameworks in enhancing communication between boards and executive teams. The discussion emphasizes the need for transparency and informed dialogue in cybersecurity practices, aiming to bridge gaps in understanding and reporting standards.

Highlights of this deep dive session with Maya Bundt:

Concrete objectives were to provide greater transparency about current practices for cyber security board reporting.

We did interviews, in-person interviews, about an hour each interview with board members in Belgium, Switzerland and Australia.

I think the report itself is interesting and actually vital to both executive management and security leaders as well as to board members.

Some of the takeaways of this deep dive session:

• The research aimed to improve cybersecurity board reporting.

• Board members often lack clarity on existing reports.

• A well-designed questionnaire is crucial for effective interviews.

• Interviews revealed a strong interest in cybersecurity topics.

• There is a significant gap in existing research on board reporting.

• The framework developed aims to facilitate board-executive communication.

• Data collection involved interviews and analysis of real reports.

• The research team consisted of international cybersecurity experts.

• Board members expressed a desire for more training and information.

• Future research will include perspectives from executive teams and CISOs.

IMPORTANT LINKS AND MENTIONS

The Report: https://www.cybersecurityboardreporting.com/

Our guest Maya Bundt https://www.linkedin.com/in/maya-bundt-8b2532/

and a big thank you to the co-authors too:

Chris Verdonck https://www.linkedin.com/in/chrisverdonck/

Tommy Viljoen https://www.linkedin.com/in/tommyviljoen/

The following episodes might be also of interest for you:

Episode 016 - Check your security in the cyber territory

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward to meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

074 - Shadow Governance – Where Decisions Are Really Made

Tue, 14 Oct 2025 06:00:00 +0100

In this episode Sonja Stirnimann explores the concept of shadow governance, the informal influences that shape decision-making in organizations. It highlights the risks associated with unacknowledged power dynamics and the importance of transparency and trust in leadership. The discussion emphasizes the need for board members and executives to recognize and address these hidden influences to ensure integrity in governance.

Takeaways

• Shadow governance exists in the informal layer of leadership influence.

• It can be dangerous when left unchecked, leading to unchallenged decisions.

• Social capital and legacy authority are key drivers of shadow governance.

• Transparency involves understanding the informal rules of decision-making.

• Silence in meetings often masks real tensions and disagreements.

• Governance should prioritize equality of contribution over title.

• Recognizing informal influences is crucial for effective governance.

• Trusting instincts about boardroom dynamics is essential.

• The most significant risks may not be documented in formal reports.

• Engaging in open dialogues can mitigate the effects of shadow governance

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

033 – Biases in the board room

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

073 - Integrity talk with Melody Moore

Thu, 18 Sep 2025 06:00:00 +0100

In this conversation, Sonja Stirnimann talks to Melody Moore about the importance of corporate integrity and how it shapes leadership. They explore the clash between personal and corporate integrity, the impact of cognitive dissonance on decision-making, and the need for authenticity and vulnerability in leadership. The discussion also touches on the challenges of toxic environments, accountability for misbehaviour, and the importance of redefining success and values in organisations. The conversation concludes with a call for greater awareness of and commitment to integrity in corporate culture.

Just a few highlights of our conversation with Melody Moore:

Corporate integrity is much more than just compliance.

Cognitive dissonance is uncomfortable, so you have to find a way to get away from it.

Often when people make those significant decisions to leave an organization or any significant decision, it's their body that's telling them there's that sense of discomfort, of unease.

Some of the takeaways of this integrity talk:

• Integrity shapes leadership and organizational culture.

• Corporate integrity goes beyond compliance and legalities.

• Cognitive dissonance can lead to discomfort in decision-making.

• Vulnerability is essential for authentic leadership.

• Toxic environments hinder employee performance and well-being.

• Accountability for misbehaviour is crucial at all levels.

• Redefining success and values is necessary for personal fulfilment.

• Emotional decision-making often outweighs logical reasoning.

• Training alone cannot change a toxic corporate culture.

• Awareness of integrity issues is vital for organizational improvement

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

Episode 008 - Common pitfalls for corporates on ethical behaviour

Episode 024 – How to strengthen the board for directors’ and managements’ actionability

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward to meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

072 - Back to Boardroom Reality – Integrity in Strategic Reset

Tue, 09 Sep 2025 06:00:00 +0100

In this episode Sonja Stirnimann discusses the critical role of integrity in leadership decision-making, especially during strategic resets in September. She emphasizes that integrity should not just be a value but a decision filter, as financial stress can lead to prioritizing speed over ethical considerations. The episode highlights the importance of embedding integrity into goals and decision rights, and the need for courageous challenges in discussions to ensure that integrity is not overlooked. Sonja Stirnimann provides prompts for leaders to reassess their approach to integrity and resilience as strategic assets in a rapidly changing business environment.

Takeaways

• Integrity should be a decision filter, not just a value.

• Financial stress can lead to deprioritizing ethical considerations.

• High-speed decision-making can mask important discussions.

• Integrity is at risk when it becomes implicit rather than deliberate.

• Integrity and resilience are strategic assets in leadership.

• Investors and customers assess trust and accountability.

• No strategy survives execution if ethically fragile.

• Re-assess what integrity means at the leadership level.

• Make space for dissent in decision-making processes.

• Now is the time to refocus resilience before Q4.

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

008 – Common pitfalls for corporates on ethical behaviour

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

071 - Integrity talk with Maya Bundt

Thu, 21 Aug 2025 06:00:00 +0100

In this conversation, Sonja Stirnimann interviews Maja Bundt, a prominent figure in cybersecurity and corporate governance. They discuss the importance of integrity in leadership, the challenges of identifying blind spots in risk management, and the personal experiences that shape one's ethical choices. Maja shares insights on the dynamics of the boardroom, the need to listen to diverse perspectives, and the importance of being prepared for unexpected risks. The conversation emphasises the need for strong personal integrity and the courage to uphold it in professional settings, particularly in the context of cybersecurity.

Just a few highlights of our conversation with Maya Bundt:

Integrity for me is really a core value that I need to bring and I need to bring it also into the boardroom.

Preparation for the unexpected is important.

The culture is key when it comes to corporate integrity and also reducing risk.

Some of the takeaways of this integrity talk:

• Maja Bundt emphasizes the importance of integrity in board roles.

• Blind spots in risk management are often difficult to identify.

• Covid-19 was a known risk, not a black swan event.

• Diversity in perspectives can help uncover blind spots.

• Listening to employees can reveal potential risks.

• Organizational culture affects how risks are communicated.

• Personal integrity is crucial in decision-making processes.

• Board dynamics can influence corporate integrity.

• Preparation for unexpected events is essential.

• Understanding one's red lines is vital for ethical leadership.

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

052 – How to adress the 3rd party cyber risk

059 – Cyber Resilience at Board level

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

070 - When No One’s Watching – The Risks Lurking in Quiet Periods

Tue, 12 Aug 2025 06:00:00 +0100

In this episode Sonia Stirnimann discusses the often-overlooked concept of 'silent risk' in corporate integrity. She emphasizes that integrity and ethical leadership are crucial for resilience and reputation, especially during stable periods when organizations may neglect to challenge their assumptions. She provides reflection prompts for leaders to identify potential silent risks and stresses the importance of vigilance and anticipation in leadership.

Takeaways

• Leaders must prepare for the worst and build resilience.

• Silent risk erodes integrity and decision-making.

• The most significant risks often arise during stable periods.

• Cognitive bandwidth depletion leads to silent risk.

• Successful periods can blind leaders to underlying issues.

• Reflection prompts can help identify silent risks.

• Stability does not guarantee sustainability.

• Silence in organizations often indicates resignation.

• True leadership involves anticipation and adaptation.

• Space for reflection is critical for effective leadership.

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

019 – Corporate Resilience: Hype or Asset?

024 – How to strengthen the board for directors’ and managements’ actionability

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on

www.corporateintegrityconcepts.com

069 - Integrity talk with Gitte Gundrup

Thu, 17 Jul 2025 06:00:00 +0100

Gitte Gundrup co-founded an AI consultancy and discusses in our today’s interview with Sonja Stirnimann the intersection of AI, corporate integrity and ethical leadership. She highlights the importance of understanding the risks associated with AI, the need for AI literacy among board members, and ethical considerations in AI projects. Gitte shares insights on navigating personal integrity during business transformation and the future of AI in fostering human connections. The discussion highlights the critical role of governance and ethical frameworks in the responsible use of AI while maintaining a human-centred approach.

Just a few highlights of our conversation with Gitte Gundrup:

I actually think a question one for most boards would have to be is how do we ensure that out team, our employees have got the right AI literacy?

Yes, I mean, the thing you need to make sure that the AI governance will cover things like is it ethical, is it secure, is it legal?

Companies that offer a human connection with customers will remain and will have an absolute Advantage.

Some of the takeaways of this integrity talk:

• AI was once seen as superexotic, now it's mainstream.

• Corporate integrity is crucial in AI implementation.

• Boards face a fear of missing out on AI opportunities.

• AI governance must address ethical, legal, and security aspects.

• AI literacy is essential for effective board governance.

• Bias in AI stems from the data, not the algorithms.

• Change management requires respect for people's experiences.

• Mastery, autonomy, and purpose motivate individuals during change.

• Human connections remain vital despite AI advancements.

• The next generation must understand the implications of AI

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

Episode 008 - Common pitfalls for corporates on ethical behaviour

Episode 024 – How to strengthen the board for directors’ and managements’ actionability

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on

www.corporateintegrityconcepts.com

068 The Subtle Decline – How Governance Fatigue Threatens Decision Quality

Tue, 08 Jul 2025 06:00:00 +0100

In this episode Sonja Stirnimann delves into the concept of governance fatigue, a subtle yet dangerous decline in oversight and strategic engagement within organizations. She explains how governance fatigue manifests in boardrooms and offers practical solutions for leaders to combat this issue, emphasizing the importance of active questioning and maintaining a culture of integrity.

Takeaways

• Governance fatigue is a slow, dangerous decline in strategic shortness.

• It occurs when oversight becomes routine and decisions are made out of compliance, not conviction.

• Even seasoned leaders can fall into governance fatigue due to over-reliance on systems and dashboards.

• Board agendas often lack time for forward-looking dialogue, leading to strategic hollowness.

• The absence of critical discussion can lead to unnoticed compliance issues.

• Governance fatigue creates a vacuum that can only be recognized when issues arise.

• Increased external scrutiny makes governance fatigue a significant liability.

• Leaders must recalibrate their oversight rhythm to combat fatigue.

• Governance fatigue signals a need to pause, reset, and recommit to integrity.

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

033 – Biases in the board room

054 - How a diverse Board impacts Corporate Integrity

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on

www.corporateintegrityconcepts.com

067 - Integrity talk with Patrick Stähler

Tue, 17 Jun 2025 06:00:00 +0100

Sonja Stirnimann interviews Patrick, an expert on business models and corporate integrity, in this fascinating conversation. They explore the importance of understanding customer value, the role of values in business and the need for ethical leadership. Patrick shares insights from his extensive experience and emphasises the importance of creating a culture that fosters open communication and accountability. The discussion also touches on the challenges of corporate life and the necessity for innovation in business models to adapt to changing environments.

Just a few highlights of our conversation with Patrick Stähler:

We think businesses have rational strategies, but in the end it’s the human side who make the difference.

I think the more resilient we are as people, the more resilient those organizations become.

Leadership is not about telling others to do, but make actually their life easier to achieve their goals.

Some oft the takeaways of this integrity talk:

• Business models should focus on customer value, not just profit.

• Understanding the 'why' behind a business is crucial for success.

• Creating a culture of safety can lead to improved processes and profitability.

• Leadership is about serving others and making their lives easier.

• Values should guide decision-making in organizations.

• A strong company culture encourages open communication and accountability.

• Innovation in business models is essential for adapting to change.

• Employees should understand their role in creating customer value.

• The importance of resilience in both individuals and organizations.

• Ethical leadership is vital for maintaining corporate integrity

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

Episode 017 - The 9 core sectors to identify risks in the business model

Episode 035 - Why fraud awareness is crucial for the profit margin

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on

www.corporateintegrityconcepts.com

066 - Crisis Experienced Leadership: Integrity when it matters most

Tue, 03 Jun 2025 06:00:00 +0100

In this episode, Sonja Stirnimann discusses the critical need for crisis-experienced leaders in today's complex and volatile environment. She emphasizes that while crises reveal character, they also highlight the importance of ethical decision-making and integrity. The episode outlines essential skills for building crisis resilience, such as calm self-regulation and transparent communication, and encourages leaders to create environments where team members feel safe to speak up. Ultimately, the episode underscores the necessity of resilience in leadership to maintain trust and integrity within organizations.

Takeaways

• Crisis reveals character, it does not build it.

• Leaders must lead with integrity under pressure.

• Crisis-experienced leaders maintain clarity and accountability.

• Lack of crisis experience can lead to organizational damage.

• Crisis skills can be developed proactively.

• Ethical decision-making is crucial in crisis situations.

• Transparent communication fosters trust during uncertainty.

• Empowering teams enhances resilience and accountability.

• Leaders should create environments that encourage open dialogue.

• Resilient leadership is essential for organizational integrity.

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

024 – How to strengthen the board for directors’ and managements’ actionability

019 - Corporate Resilience: Hype or Asset?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on

www.corporateintegrityconcepts.com

065 – Integrity talk with Andrea Bonime-Blanc

Tue, 20 May 2025 06:00:00 +0100

In this conversation, Andrea Bonime-Blanc discusses ethics in leadership and corporate integrity, especially in her new book on technology governance. She emphasises understanding governance's megatrends, leaders' challenges in staying ethical in fast-changing environments, and the need to recognise corporate governance blind spots. She shares experiences of navigating integrity under pressure and offers insights into risk management and leadership resilience. The conversation ends with advice for future ethical leadership and the value of staying true to one's values in tough times.

Just a few highlights of our conversation with Andrea Bonime-Blanc:

If you don't have those thoughtful leaders that know how to connect integrity with action, everything else falls apart.

They don't want to hear bad news until the bad news slaps them in the face.

At the end of the day, you have to stick to your integrity, your personal integrity,

Key takeaways:

• Ethical leadership is crucial for navigating modern challenges.

• Technology governance is increasingly relevant in today's world.

• Leaders must recognize the pressures that impact ethical decision-making.

• Integrity in leadership is essential for organizational success.

• Blind spots in governance can lead to significant risks.

• Understanding risk management can create value for organizations.

• Personal integrity is tested in high-pressure situations.

• Reliable information sources are vital for informed decision-making.

• The pandemic highlighted the need for resilience in leadership.

• Sticking to values is essential for navigating future challenges.

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

046 – Method to map strategy with the risk landscape

023 – Five sources to challenge your risk landscape

The article from NACD Directorship Magazine that prompted Georgetown University Press to invite Andrea Bonime-Blanc to write the book: https://gecrisk.com/wp-content/uploads/2023/08/ABonimeBlanc-NACD-Directorship-Q3-2023_FEATURE-EXPONENTIAL-TECH.pdf

Andrea Bonime-Blanc’s incipient Governing Pandora Book page (more to come soon): https://gecrisk.com/book/governing-pandora/

A link to the page where most of the articles of Andrea Bonime-Blanc are available: https://gecrisk.com/resources/

Link to Newletter of Andrea Bonime-Blanc: “Ripped from the Headlines” Monthly Newsletter: https://gecrisk.com/blog/

Link to Andrea Bonime-Blanc’s “ESGT Impact” Monthly Newsletter: https://gecrisk.com/resources/esgt-impact/

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on

www.corporateintegrityconcepts.com

064 – Anchored in Integrity: Our Journey Continues

Tue, 06 May 2025 06:00:00 +0100

After an extended pause, the podcast "The Human Factor: Corporate Integrity Matters" is back - more anchored than ever in our mission to give a voice to integrity and ethical leadership. In this special solo episode, Sonja Stirnimann reflects and invites you to continue building a future where integrity builds resilience, the human factor and values guide leadership decisions. Welcome back to the conversation.

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

001 – A journey of corporate integrity

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on Linkedin, and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on

www.corporateintegrityconcepts.com

063 - Integrity talk with Rupert Evill

Tue, 01 Nov 2022 06:00:00 +0100

Today's guest in my integrity talk is Rupert Evill.

Rupert shares his experience – seeing what works in high-stakes frontline situations – to help organisations better predict, prevent, and respond to risks.

Rupert is the founder of Ethics Insight and has more than 20 years of experience managing risks across 30 sectors and 50+ countries. He worked in roles focused on investigations, counter-terrorism, intelligence gathering, crisis response, and ethics & compliance advisory support.

Rupert has a Postgraduate Diploma in Behavioural Analysis and Investigative Interviewing and is a Certified Fraud Examiner.

Just a few highlights of our conversation with Rupert:

You need to factoring those three dimensions: your external environment, your internal controls and your culture.

The impact of compliance is incredibly difficult to estimate.

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

Episode 008: Common pitfalls for corporates on ethical behaviour

Episode 042: Improve profitability by preventing fraud and foster ethical culture

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.coporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

062 - Integrity talk with Elena Kovaleva

Tue, 18 Oct 2022 06:00:00 +0100

Today's guest in my integrity talk is Elena Kovaleva.

Get insights how compliance supports companies doing business in the legal way and how she challenges corporate compliance standards and silos, and believes compliance should be simple and logical.

Elena Kovaleva is a global certified compliance expert with 15+ experience in compliance in large international companies, such as GE, Microsoft, ERG, working in regional and HQ levels, supporting board's compliance committees and stablishing compliance programs from the start.

Just a few highlights of our conversation with Elena Kovaleva

That is what compliance is supposed to do. Supposed to establish rules, which would not harm the business but would allow the business to work in the legal way.

Compliance helps to drive integrity in the organisation and supports fairness.

Compliance is a value proposition.

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

Episode 003: Is compliance in crises needed?

Episode 008: Common pitfalls for corporates on ethical behaviour

Episode 054: How a diverse Board impacts Corporate Integrity

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.coporateintegrityconcepts.com

And if you are interested in becoming part of the amazingmovement, join us on www.corporateintegrityacademy.com

061 - Integrity talk with Andrew Samuels

Tue, 04 Oct 2022 06:00:00 +0100

Today's guest in my integrity talk is Andrew Samuels.

Get insights why investing in whistle blowing programs can have very large return on investment and how the international standard for whistleblowing management systems has been developed.

Andrew Samuels is the founder and CEO of WislPort and is widely recognised as a thought leader in whistleblowing operations.

Prior to founding WislPort, Andrew has over 20 years of experience delivering complex programmes in the Financial Services, Telecoms and Media Sectors in the UK, North America and AsiaPac, with the last decade specialising in regulatory and compliance programmes including whistleblowing, anti-money laundering and financial crime.

Just a few highlights of our conversation with Andrew Samuels

If people are comfortable speaking up, then you know you've got a good organization.

Investing in a whistle blowing program is actually going to have much smaller startup cost that can potentially have very large return on investments.

An average fraud is discovered six months earlier, if it's discovered via a whistle blowing channel.

Whistleblowing is such a fantastic tool for prevention

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

Episode 35: Why fraud awareness is crucial for the profit margin

Episode 42: Improve profitability by preventing fraud and foster ethical culture

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes. Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

060 - Integrity talk with Mohamed Saad

Tue, 21 Jun 2022 06:00:00 +0100

Today's guest in my integrity talk is Mohamed Saad.

Get insights when we talk about what role corporate integrity plays in his current function as the Deputy CEO at the Casablanca Stock Exchange or what typical situations are when the topic lands on his desk when it comes to corporate integrity.

Mohamed is an IT and Digital Expert since 1991 and has 32 years of experience in Industry and Finance Sectors.

He is the Past-President of Moroccan IT & Digital Association.

Mohammed graduated from INSEA, holds an MBA and 7 international certifications in IT / Audit / Governance. And next to all he does in his roles, Mohamed is the author of several articles on IT Governance, IT risks, IT ROI, IT standards and benchmarks and a visiting Professor with national and International Universities.

Just a few highlights of our conversation with Mohamed

Cybersecurity is a big risk for humanity.

The foundation of corporate integrity is personal integrity.

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

Episode 16: Check your security in the cyber territory

Episode 29: Internal Audits’ impact in Cyber Security

Episode 31: The myth of «Code of Conduct» in the cyber territory

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

059 - Cyber Resilience at Board level

Tue, 07 Jun 2022 06:00:00 +0100

The last two years when the world was in the pandemic mode the vulnerabilities in the cyber territory became more obvious than ever before.

Often, the overconfidence of the boards and their management teams when it comes to the resistance and resilience of their cyber security put the organisations at risk. In this episode you will learn to understand the root cause.

Have a deep understanding of the organisations resistance and resilience is one of the key responsibilities we as board and management have.

Learn with four starting questions how to understand the actual situation and to come up with follow up questions as well as potential measurements required.

IMPORTANT LINKS AND MENTIONS

The following episodes might also be of interest for you:

Episode 16: Check your security in the cyber territory

Episode 20: How to prepare for incidents? Secure actionability!

Episode 24: How to strengthen the board for directors’ and managements’ actionability

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin, Twitter and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

058 - Integrity talk with Marlene Uetz

Tue, 24 May 2022 06:00:00 +0100

Today's guest in my integrity talk is Marlene Uetz. She is a Swiss-born multi-lingual global entrepreneur, executive coach and board member.

She has lived, worked, and studied in Europe, Asia, USA, and Latin America. Marlene Co-founded one of the world’s first Gobal Coaching Boutique in Geneva over 30 years ago – I J. Martin & Co. Limited and she is the Managing Director of the Singapore company for more than ten years now.

She is passionate about promoting principles-based governance and developing visionary and ethical global business leaders.”

Get insights when we talk about Marlenes’ experience when it comes to corporate integrity in her field of expertise with global countries.

Just a few highlights of our conversation with Marlene

I strongly believe that governance is a mindset and it's not just about obeying rules.

Stick to your values and ask yourself, what would my mother say if this was in the media.

Western legally based definitions of integrity may clash with cultural traditions of group and family loyalty.

Diversity is a disruption to corruption.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

Episode 54: How a diverse Board impacts Corporate Integrity

Episode 21: The type of characteristics not needed at C-Level

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

057 - How to create a successful fraud investigation team

Tue, 10 May 2022 06:00:00 +0100

In todays episode I talk about why the right team set up will let you achieve outstanding achievements.

Whenever you are in the situation to build the best team for a delicate project one of the advice, we share in our peer group is “don’t look at the obvious data only”. This is also true when you have to set up your investigations team – no matter whether you plan to perform an internal or external investigation.

Learn in this episode why it so important having the right skill set within the team to achieve the goals.

IMPORTANT LINKS AND MENTIONS

The following episodes might be also of interest for you:

Episode 044: How to keep the big picture during an investigation

Episode 26: Fact Finding: The 5 pitfalls of Report writing

Episode 014: How to conduct fraud investigations in a remote environment

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

056 - Sonja Stirnimann as guest in great women in compliance

Tue, 26 Apr 2022 06:00:00 +0100

In today's episode Sonja is guest in the podcast «Great Women in Compliance» co-hosted by Lisa Fine and Mary Shirley.

Sonja talks about her understanding of corporate integrity and gives insights about the challenges she has faced as a female leader and entrepreneur, and also where her own integrity was challenged verly early in her career.

Just a few highlights of the interview with Sonja

Corporate integrity is the DNA, the deep understanding of the agreed set of values you have in a corporation or in a team to successfully steer, lead and drive an organization.

A fact finding report is much more than an audit report.

Compliance, governance and risks are strategic pillars and need to be taken up on the right level.

IMPORTANT LINKS AND MENTIONS

Episode 38: Integrity talk with Lisa Fine

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

055 - Integrity talk with Werner Schiesser

Tue, 19 Apr 2022 06:00:00 +0100

Today's guest in my integrity talk is Werner Schiesser.

He looks back to an executive career in the field of professional services for more than 40 years and he now focuses on his different board functions as chairman or member in several - very interesting companies mainly located in Switzerland.

Get insights when we talk about the expectations he has when he trusts external advisors and what kind of red flags he sees in that specific industry when it comes to integrity.

Just a few highlights of our conversation with Werner:

For corporate integrity, absolute key is the tone at the top.

The main mistake is that some rules do not apply to those at the top.

If you only run from quarter to quarter, that's not the way to do sustainability. It's not the way to do corporate integrity. That's not the way.

IMPORTANT LINKS AND MENTIONS

If you would like to get more insights the following episode might be also of interest:

Episod 39: Why you should raise the expectations towards external auditors

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

054 - How a diverse Board impacts Corporate Integrity

Tue, 12 Apr 2022 06:00:00 +0100

The impact on corporate integrity the board has is huge and there are different factors which can positively contribute.

Today’s episode reflects on different case studies with the goal that also you identify the advantages and disadvantages of the individual constellations in boards.

WHY

The most crucial argument why diversity in the borad room is important is that a diverse team - no matter in which room - increases corporate integrity which is fundemental for an organisations going concern.

It is important by starting at the board level to make sure that strategic decisions are made with a diverse mindset, background, and skillset.

IMPORTANT LINKS AND MENTIONS

The following episodes might also be of interest for you:

Episode 24: How to strengthen the board for directors’ and managements’ actionability

Epiosde 33: Biases in the board room

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

053 - Integrity talk with Patricia Bielmann

Tue, 05 Apr 2022 06:00:00 +0100

Would you like to learn about the insights and experiences in external audit and quality control?

Let's do that together with Patricia Bielmann whose professional knowledge and skills to ensure competent service was always a matter close to her heart.

Patricia Bielmann has >25 years of experience as Auditor and Advisor for Financial Service Companies.

In addition to that she has in depth experience advising clients in the finance area on complex transactions such as business combinations, issuance of debt or equity instruments etc.

Over the years she was responsible for the internal engagement quality control for several audit engagements.

Just a few highlights of our conversation with Patricia:

Every failure of an accountant and every failure of an audit firm harms the public interest.

Make financial statements readable again, that not only the auditors are reading them, but also the investors.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazingmovement, join us on www.corporateintegrityacademy.com

052 - How to adress the 3rd party cyber risk

Tue, 29 Mar 2022 06:00:00 +0100

In todays episode we talk about how to tell the supplier that he or she puts an organisation at cyber risk and what can be done to to mitigate the exposure.

WHY

Third-party suppliers take on business operations functions and with that these benefits create significant cyber risks.

With outsourcing, the vulnerability increases by generating new access points for cyber fraudsters.

The ones responsible need to understand how organizations can implement proper third-party cyber risk management strategies.

Not only when it comes to our organisations as such but also in close interaction with the outsourcing provider how they can increase the security for all their customers.

IMPORTANT LINKS AND MENTIONS

If you would like to learn about more about risk and cyber risks these episodes might also be of interest for you:

Episode 12: Three perspectives to identify risks

Episode 16: Check your security in the cyber territory

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe andreview on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

051 - Integrity talk with Salah Eddine Mahrach

Tue, 22 Mar 2022 06:00:00 +0100

Would you like to learn about how to successfully implementing and managing programs and structures aligning with international standards and frameworks?

Let's do that together Salah Eddine Mahrach. He is a leading, trusted GRC professional with more than 18years of business experience in banking, financial services, and energy sectors.

He is also one of the founders of the ISACA Moroccan chapter, where he serves as secretary General.

Just a few highlights of our conversation with Salah:

Losing integrity impacts the reputation of the organization and can cause huge damages.

The culture of the organization can be a real pillar preventing any misconducts.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

050 - Interview tactics 101

Tue, 15 Mar 2022 06:00:00 +0100

While in episode 48 the human factor and its biases have been outlined let's focus in this episode on the key principles in the interview process.

The key principles you will learn in this episode can also be used as the checklist or collection for reflection.

WHY

Conducting interviews can be one of the most insightful parts of an investigation and – if correctly done – leads to the missing parts of your big picture.

It helps you to get additional facts to understand what happened.

IMPORTANT LINKS AND MENTIONS

Episode 048: Human based challenges in (investigative) interviews

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

049 - Integrity talk with Melanie Shong

Tue, 08 Mar 2022 06:00:00 +0100

Would you like to learn about the insights and experiences of a real human resource expert who conducted hundreds of ethics investigations every year for over five years – leading to terminations for harassment, theft, discrimination, etc in public procurement law reform, legislation drafting, ethics and compliance advisory activity?

Let's do that together with Melanie Shong. She has over 30 years in leadership developmentand human resource management and she is a Certified Corporate Compliance and Ethics Professional.

Just a few highlights of our conversation with Melanie:

The role of integrity has to be in every single job that we have in any company, any country, any place in the world.

Work ethic almost always connects well to integrity.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com.

048 - Human based challenges in (investigative) interviews

Tue, 01 Mar 2022 06:00:00 +0100

In todays episode we talk about how to deal with our own human behaviour in interviews.

When it comes to the art of investigating the facts – interviews are one of the core disciplines with the inherent challenge of human behaviour on different levels.

WHY

Understanding the power of human behaviour in interviews, is one of the key success factors for individuals in-charge with the interview process.

We can make a step into more clarity and transparency by asking the right questions in the right setting and even more factors for an effective interview process.

IMPORTANT LINKS AND MENTIONS

Episode 014 - How to conduct fraud investigations in a remote environment

Episode 044 - How to keep the big picture during an investigation

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR– Corporate Integrity Matters. If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com.

047 - Integrity talk with Vilius Benetis

Tue, 22 Feb 2022 06:00:00 +0100

Would you like to take a closer look to cyber security? Let's do that together with Vilius Benetis.

Vilius is the Director at NRD Cyber Security in Lithuania and brings more than twenty years of relevant experience in his field. He is also serving as a board member at North European Cybersecurity Cluster called NECC lectures and is invited as speaker all over the world.

His commitment and professionality is highly appreciated.

Just a few highlights of our conversation with Vilius:

Integrity means trust and the good faith, which brings up the possibility of communicating and resolving what's happening and which behaviour is appropriate.

IMPORTANT LINKS AND MENTIONS

If you would like to learn more about cyber security the following episodes might be also of interest:

Episode 16: Check your security in the cyber territory

Episode 20: How to prepare for incidents? Secure actionability!

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

046 - Method to map strategy with the risk landscape

Tue, 15 Feb 2022 06:00:00 +0100

In todays episode we talk about one of the non-delegable responsibilities of executives: risk management as an activity undertaken to support the strategy.

WHY

One of the issues that is often seen in risk (and performance) management initiatives is a lack of clarity around the strategy and objectives.

The initiatives – not only in risk management - lack a strategic context. And as discussed in Episode 44, the big picture plays an important role again.

The question asked is “what are our risks” but not “what are we trying to achieve and therefore what are the inherent risks”.

With losing that close connection to the strategy and objectives, hardly and risk management initiative can become a success for the organisation.

IMPORTANT LINKS AND MENTIONS

Episode 44: How to keep the big picture during an investigation

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

045 - Integrity talk with Dr. Kathrin Cornelius

Tue, 08 Feb 2022 06:00:00 +0100

Would you like to learn about practical insights and perspectives of quality management, sustainability, and safety?

Let's do that together with Kathrin Cornelius. She brings more than 20 years of leadership experience in global industrial companies. like Siemens and Thyssenkrupp.

Next to that she chairs the Swiss Management Organization Chapter of Central Switzerland and lectures at different business schools.

She says from herself that compliance is one of the most important topics that drives her.

IMPORTANT LINKS AND MENTIONS

If you would like to learn more about about ethical behaviour and code of conduct, the following episodes might be also of interest:

Episode 008: Common pitfalls for corporates on ethical behaviour

Episode 010: Why the Code of Conduct is not an alibi

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters. If you enjoyed this episode, please share, subscribe, and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot– via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com

044 - How to keep the big picture during an investigation

Tue, 01 Feb 2022 06:00:00 +0100

If you are leading large internal or external investigation you know about the importance of keeping the big picture. But how to manage it in times when exactly that key element seems to be a challenge?

In today’s episode three ares are introduced when the big picture could be at risk.

WHY

No matter what project (and it is not only related to investigations) is on your top priority list, the ability to keep the big picture helps any leader on a daily basis and enables profound decision-making processes for the ones responsible.

IMPORTANT LINKS AND MENTIONS

The following episode might be also of interest for you:

Episode 26: Fact Finding: The 5 pitfalls of Report writing

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot– via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com

043 - Integrity talk with Francesca Calise

Tue, 25 Jan 2022 06:00:00 +0100

Would you like to learn about the insights and experiences in public procurement law reform, legislation drafting, ethics and compliance advisory activity?

Let's do that together with Francesca Calise who never looked for a job but always wants to make the difference.

She was and is in legal, a procurement officer in international organizations such as the UN, the EU, the EBRD and others, in different countries and multicultural contexts (e.g., Albania, Kosovo, Haiti, Poland, Lebanon and London).

And Francesca has an advanced degree in international law and is a qualified lawyer.

Just a few highlights of our conversation with Francesca

“I don't feel like I could ever compromise my integrity.”

“Don't let people lose trust in what you do.”

“The more you train people to be a “person of integrity” the less risk you face.”

IMPORTANT LINKS AND MENTIONS

If you would like to learn more about code of conduct, ethical behaviour and compliance, the following episodes might be also of interest:

Episode 003: Is compliance in crises needed?

Episode 008: Common pitfalls for corporates on ethical behaviour.

Episode 010: Why the Code of Conduct is not an alibi.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot– via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com

042 - Improve profitability by preventing fraud and foster ethical culture

Tue, 18 Jan 2022 06:00:00 +0100

Preventing fraud increases profitability and that is one of the most underestimated results in the mindset of the C-level.

Are you curious how to improve your profitability by preventing fraud and fostering a culture of integrity?

Learn in this episode how you are able to boost your profit with six practical pillars.

Establishing and implementing strong, understandable, and practical internal policies
Update relevant training
Establish a reporting process
Set and “rolemodel” the tone at the top
Check what you hire
Be consistent, transparent and fair

WHY

It seems to be obvious and is easily understood that any kind of incident in non-compliance and fraud costs and it is reflected in several studies, also in the report to the nation of the ACFE, 5% of the yearly margin is spent to fraud.

Should we spend this portion or should we better invest it?

IMPORTANT LINKS AND MENTIONS

The followig episodes might be also of interest for you when you care about protecting your organisations most precious assets:

Episode 08: Common pitfalls for corporates on ethical behaviour

Episode 18: Build impactful alliances on corporate level

Episode 21: The type of characteristics not needed at C-Level

Episode 30: The one crucial question when hiring key personnel

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot–via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com

041 - Integrity talk with Mary Breslin

Tue, 11 Jan 2022 06:00:00 +0100

Would you like to learn about practical insights and perspectives of fraud, leading and managing global investigations?

Let's do that together with Mary Breslin. She is an expert in internal audit, fraud, accounting and management with more than 25 years of experience.

She has led fraud investigations in numerous countries spanning six continents.

She also gained her experience with working for global companies like Costco, Barclay’s Capital, ConocoPhillips, and Boart Longyear.

Just a few quotes of our conversation with Mary

"A lot of organizations are resistant to training."

"And I do think that organizational culture, but also country culture, plays a really huge role how fraud is perceived."

"Culture is the single greatest driving force for behaviour."

More interesting statements to be found directly in the interview with Mary Breslin in this episode.

IMPORTANT LINKS AND MENTIONS

If you would like to learn more about about fraud, ethical behaviour and investigations the following episodes might be also of interest:

Episode 002: Why we are fraud risk factors?

Episode 008: Common pitfalls for corporates on ethical behaviour

Episode 010: Why the Code of Conduct is not an alibi.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot– via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com

040 - The most popular episodes in 2021

Tue, 04 Jan 2022 06:00:00 +0100

Analysing our first 39 episodes of our podcast we launched in 2021 it was interesting to see what you as our listeners downloaded most.

And here you see the top tree topics of 2021:

Fraud
Crises
Compliance

These topics were the ones resonating most.

Therefore - after a short reflection on where we stand now – in January 2022 – you have the chance to listen to the main parts of these three episodes in our todays Special Edition.

With these three episodes we cover the following aspects you can directly use in our role as leader:

The tool: which is the fraud triangle

The leadership part: where we reflect the impact, the so called “human factor”

And the bigger question we all must ask ourselves: Is compliance in crises needed?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot– via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com

039 – Why you should raise the expectations towards external auditors

Tue, 30 Nov 2021 06:00:00 +0100

Did you ever reflect on the expectations you have when it comes to the integrity of the team of external auditors of your organisation?

The role of external auditors includes much more than just the signed report at the end of an audit cycle.

Today I will talk about the value I see in external audit – when you have the right team on-site.

WHY

Auditors can bring added value in different areas to the organisation. But when the culture of integrity does not fit, the auditors create an additional risk to the organisation.

It is important to have the right team of external auditor onsite and integrity is also key in the team of external auditors.

It is the boards duty to ensure the quality of the external auditors.

KEY MESSAGES

The biggest mistakes happen in the planning of the audit which includes the process of identifying the right expertise of the team.

Without “understanding client’s business” the engagement is at risk from the perspective of the Board of Directors and the organisation.

Looking at recent cases like Wirecard for example rise the question how the risk mapping and planning of the audits were conducted and how deep the understanding of the clients’ business was.

IMPORTANT LINKS AND MENTIONS

If you would like to learn more about the Wirecard case please follow the link.

If you are interested about the Internal Audits’ impact in Cyber Security then listen to episode 29.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe, and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot–via contact@corporateintegrityconcepts.com.

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com.

038 - Integrity talk with Lisa Fine

Tue, 23 Nov 2021 06:00:00 +0100

Would you like to learn about the insights and perspectives of ethics and compliance program, including trainings and communications, risk assessments and leading and managing global investigations?

Let's do that together with Lisa Fine. She is an expert in compliance. As Sr. Counsel and Director, Compliance for Pearson, the world’s leading learning company and co-host of the “Great Woman in Compliance” podcast she is in constant contact with compliance professionals.

Lisa started her legal career at an international law firm, where she was a litigator and ran the Washington, D.C. pro bono program. She also worked in public interest law and advocating on behalf of persons with disabilities as part of a state protection and advocacy organization.

Lisa received her J.D. from Georgetown University Law Center and her undergraduate degree from Tufts University. She grew up in Buffalo, N.Y., and lives in Washington, D.C.

Just a few highlights of our conversation with Lisa

“Data concerns, information security, especially because there is so much of that. I think that's one of the biggest concerns that I'm seeing.”

“Nobody wants to train their children to do the wrong thing.”

“Are you doing something that's fraudulent or are you doing something you kind of take care of your family?”

“And this is why it's very important to always have witnesses in your interviews, to keep good notes.”

IMPORTANT LINKS AND MENTIONS

If you would like to learn more about about compliance and investigations the following episodes might be also of interest:

Episode 003: Is compliance in crises needed?

Episode 014: How to conduct fraud investigations in a remote environment

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot–via contact@corporateintegrityconcepts.com.

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com.

037 - Integrity talk with Simon Hartmann

Tue, 16 Nov 2021 06:00:00 +0100

Would you like look behind the scenes of sales and aftersales?

Let's do that together with Simon Hartmann.

He is an expert in sales and aftersales. With years of experience in the automotive industry in more than 40 foreign markets.

Just a few highlights of our conversation with Simon

«If you starting you approach with the risk assessment, I think you have done really your homework.»

«It is very important to be a role model each and every time, also for the employees or for partners.»

«Sustainability standards are also supported by investors.»

IMPORTANT LINKS AND MENTIONS

If you would like to learn more about about risk and risk assessment, the following episodes might be also of interest:

Episode 004: How to improve the Risk Identifcation Process

Episode 012: Three perspectives to identify risks

Episode 017: The 9 core sectors to identify risks in the business model

Episode 023: Five source to challenge your risk landscape

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot–via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com

036 - Integrity talk with Daniel Dobrygowski

Tue, 09 Nov 2021 06:00:00 +0100

Would you like to learn about cybersecurity and principles for board governance of cyber risk?

Let's do that together with Daniel Dobrygowski. He is one of the founders of the Centre for Cybersecurity and the Head of Governance and Trust at the World Economic Forum.

Most of his career he spent as an attorney in private practice. Mainly in litigation on antitrust, intellectual property, and privacy issues for and against high tech companies in San Francisco and Washington DC.

In 2015 Daniel was recognized by the National Association of Corporate Directors in its Directorship 100 as one of the most influential leaders in the corporate governance community for work on governance of technology risk.

Just a few highlights of our conversation with Daniel.

"Probably the number one human caused risk is digital risk, is cybersecurity risk."

"Boards have to understand how cyber, how digital connectivity affects their whole business."

"We could have cybersecurity incidents that lead to a digital supply chain crisis."

IMPORTANT LINKS AND MENTIONS

If you are interested in learning more about cybersecurity please follow the links below:

Latest report for boards: Principles for Board Governance of Cyber Risk
2017 report (which includes questions for board/CISO interaction): Advancing Cyber Resilience: Principles and Tools for Boards
The EFF guide for families: “How to Talk to Your Family About Digital Security”

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot– via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com

035 - Why fraud awareness is crucial for the profit margin

Tue, 02 Nov 2021 06:00:00 +0100

In this episode we talk about one very specific topic – or better initiative. The Fraud Week 2021 initiated by the Association of Certified Fraud Examiners (ACFE) is starting on November 14.

Fraud still costs at least 5% of the profit margin – every single year. Being aware when it comes to fraud patterns is important – not only once a year or during a specific week.

Learn in this episode about the goals of the fraud week and what can you do in your environment to rise awareness to improve corporate integrity.

IMPORTANT LINKS AND MENTIONS

If you are interested in learning more about the drivers of fraud and where these come from. In episode 5 I talk about them and what kind of tools could be helpful to prevent and identify fraulent actions or non-compliant behaviour.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate IntegrityMatters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of theamazing movement, join us on www.corporateintegrityacademy.com

034 - Integrity talk with Gabrielle Rudolf von Rohr

Tue, 26 Oct 2021 06:00:00 +0100

Would you like to learn about internal audit and integrity - not only when internal audit is conducting their audit plan – also the integrity we expect from internal auditors?

Let's do that together with Gabrielle Rudolf von Rohr. She is the Head of the Cantonal Audit Office in Solothurn, Switzerland - for more than ten years and since 2015, she’s the President of Global Institute of Internal Auditors in Switzerland. Prior to that she held several positions in the professional environment and has a profound history in the M&A sector.

She is a certified public accountant and CGA. With more than 25 years of relevant experience she knows very well when it comes to internal audit and integrity.

Just a few highlights of our conversation with Gabrielle:

“As an internal auditor and as a function there, of course you must show a hundred percent of integrity, you must show a hundred percent of independence.”

“If you do a professional work, you can prove what you do, you can defend why you say no. I guess you don't have to be afraid to say no.”

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Don’t forget to follow and connect with me on LinkedIn and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot– via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if youare interested in becoming part of the amazing movement, join us

www.corporateintegrityacademy.com

033 - Biases in the board room

Tue, 19 Oct 2021 06:00:00 +0100

If you have ever asked yourself about the risk of being biased, you might be interested in this episode today.

While everybody is talking about social engineering from external parties, I focus on how also board are engineered.

Engineered by our colleagues: Consciously and unconsciously

and

their behaviour or simply biased by our own beliefs...

WHY

Being biased could be dangerous and that is the main reason why we as responsible leaders should be aware of it.

The daily business needs all our attention, no matter whether we have a strategic or operational role or sometimes even both. That is a fact we are all used to and capable to manage.

Hardly any leaders have his or her own stereotypes on the radar if there is not specific event which asks for it.

KEY MESSAGES

We all must reflect on our own biases and speak up when we see that others are risking their independent decision-making process.

With raising the awareness of our biases in the boardroom we already reach another level of leadership integrity. The individual one but also as part of a team.

Your team, stakeholder and shareholders will value your contribution of detecting biases.

IMPORTANT LINKS AND MENTIONS

If you are interested in learning more about the type of characteristics not needed at C-Level, in episode 21 I explain why it is so important to understand and identify the red flags of distracting traits.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

032 - Integrity talk with Salih Ahmed Islam

Tue, 12 Oct 2021 06:00:00 +0100

Would you like to learn about the insights and perspectives of an international global expert in internal audit?

Let's do that together with Salih Ahmed Islam. With more than 25 years of professional experience in internal audit he masters as a leader and role model the textile, iron and steel, petroleum, construction, FMCG and retail industries.

WHY

He is one of the experts when it comes to managing the expectations of various stakeholders with diverse cultural backgrounds too.

Integrity is not only important to him when it comes to business. As a caring father and husband, he wants the best for his loved ones.

WHO

Salih Ahmed Islam is an internal auditor, experienced fraud examiner, and a risk management professional.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters. If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot– via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com

031 - The myth of «Code of Conduct» in the cyber territory

Tue, 05 Oct 2021 06:00:00 +0100

How do you behave when they enter the Internet?

Do you change your identity and above all your behavior within seconds?

Most of us would deny this.

We behave like we do in real offline life. Why? Because we have acquired all these rules, norms, and beliefs over decades.

For good and bad….

In today’s episode, we talk about the different territories – offline and online – and having our behavior in the cyber territory on spot.

WHY

Shaping by behaving. Or we could also say leading by example – which is more common in the business world. But I want to start with the behavior of all of us when it comes to new territories.

The cyber territory is not new anymore and the code of conduct – which is implemented in a lot of organizations – applies too.

KEY MESSAGES

Awareness is essential for all different levels within an organization when it comes to protecting assets.

To achieve that preventive level of awareness we share additional insights during our leadership circles within the Corporate Integrity Program.

But nevertheless – I thought it would also be valuable to share that input with our loyal podcast listeners.

It all depends on the intention of collecting the information, analyzing the patterns, and decide on measurements.

Big data is an underestimated asset. On both sides, if we look at it from a risk perspective.

The upside and downside are obvious.

Being active at the cyber territory means that we all create these assets day by day for different owners.

IMPORTANT LINKS AND MENTIONS

If you would like to learn more – just visit the show notes where you can find the link to episodes No. 10 referring to the code of conduct.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

030- The one crucial question when hiring key personnel

Tue, 28 Sep 2021 06:00:00 +0100

When it comes to the hiring process of key personnel the responsibility increases with the level that person will have within the organization.

The more power a role has the higher the risk for the organization.

In this episode, I will focus on asking the right questions when potential successors of a powerful role are interviewed.

WHY

The more power a person has within an organization, the higher the risk for the stakeholders and shareholders.

Sounds pretty simple and that is also what it is. But what I often see – especially during the recruiting process of highly exposed roles – is that an important piece of the puzzle is missing.

Exposed roles have a high inherent risk for the company’s vision, strategy, and therefore the future success.

One of the most underestimated risks when it comes to the challenging task of hiring an exposed person is the reputation risk.

No matter in what industry I have the discussion but when it comes to reputation, the motivation of having a deeper conversation stops.

The reason is obvious. It is not easy to manage the reputation risk. And as there are different strategies to manage risks, I highly suggest becoming clear of these. Consciously and not only by accident.

KEY MESSAGES

That we have a lot of potential when it comes to the recruiting process of the organisation’s representatives.

Starting with that one question of challenging the truth of the information received will lead to further procedures during the process as such.

Background checks will not be optional but mandatory. The information provided to the nomination committee will be supported by facts and not only hearsay.

I am very positive that the new generation of leaders – no matter whether at the executive or non-executive level – are more sensitized when it comes to the inherent reputational risk of the organization’s representatives.

So, having said that – let’s go back to our organization and make sure that our procedures are ready for the future.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

029 - Internal Audits’ impact in Cyber Security

Tue, 21 Sep 2021 06:00:00 +0100

Have you ever asked yourself what the impact of the internal audit is when it comes to cyber security?

Depending on your current role you might have different answers, and, in this episode, we will talk about the role internal audit has on cyber security.

WHY

The cyber territory was and often still is a topic allocated to IT only. In my world of Corporate Integrity, Governance, Risk, and often also Non-Compliance and Fraud – it is not enough to see IT in its function being responsible for the territory of cyber.

Why should it? Or to whom would we then allocate the non-digital territory? Cyberspace or cyber security – no matter how you would like to call the environment impacting our all businesses is much broader and affects every single part of our vision, strategy, operations, and resources.

When it comes to internal audit – one of the three lines of defense – the territory of cyber plays an important role too. Organizations have different reasons why they rely and mitigate solutions that are cloud-based.

That means, that processes are at least partially reflected in the territory of cyber too.

And here internal audit comes in and is uniquely positioned.

Already when solutions are evaluated and processes adapted – the role of internal audit is key to establish an independent and objective view.

KEY MESSAGES

Investing in a highly skilled Internal Audit is key for every organization.

The evaluation process of Internal Audit is also not optional as cyber security is.

As board members, we must implement processes to ensure that our organization is challenged by the independent questions of professional internal auditors.

Cyber security is a strategic element that needs to be treated with the highest attention.

I will now bring up the take-to-the office reflection again as I think these three questions could – if necessary – support also your organization:

If you would have to judge how much your company depends on the cyber territory where would you rank from 0 – 100%?
And if you have that ranking, how good would you rate the skillset of your internal audit to audit these dependencies. Use a rating from 1-4 where 4 is perfect and 1 is poor.
What could you do within your position to balance the dependency and the skillset – if balance is needs?

So, for all the board members – next time when you talk to your Internal Audit team keep in mind how important they are and express your expectations.

And for you as an Internal Audit leader – make sure that your expertise and work supports the organizations' strategy.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

028 -Integrity talk with Deepa Vijayan

Tue, 14 Sep 2021 06:00:00 +0100

Would you like to learn about the perspectives and experiences of an international global head of compliance and data privacy?

Let's do that together with Deepa. She's the global head of compliance and data privacy at Sonova in Switzerland.

Deepas job as a compliance officer, both at Sonova and other organizations in the past involves establishing ethical standards and integrity platforms in large organizations.

WHY

Ethic has been her own waiving north star and one which has helped her to establish herself as a strong leader during critical path in her careers. Deepas passions include digital ethics, whistleblower protection and diversity and inclusion. Deepa is an Indian and has lived and worked in Singapore and Switzerland for the past 23 years.

WHO

Deepa is a lawyer and holds a master in business law, a master in information science and is a qualified privacy professional.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters. If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot– via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us www.corporateintegrityacademy.com

027 -The 4 dependencies in fraudulent behaviour, non-compliance, and crisis resilience

Tue, 07 Sep 2021 06:00:00 +0100

What are the relevant areas depending on each other when it comes to organizational crises in the field of integrity and why? Just upfront- I broke it down to four key areas. Knowing that there were others too and analyzed it from different perspectives. As a board member, advisor, and entrepreneur with an investigative background.

And if you would also like to reflect on what are the interconnections and why – that is the right episode to do so.

WHY

A framework helps to structure. And especially in extraordinary situations, it is proven that an internalized methodology, framework, approach, or even checklist helps to stay actionable. As you know – actionability is our key success factor and whenever possible we share tools to keep you on top of your actionability. Coming back to these four dependencies I have chosen the ones I see as the most important ones when it comes to integrity. In the different roles of being a board member, an advisor, entrepreneur but especially a sparring partner when it came to integrity. Having that framework in mind clarifies the root causes of the actual situation. But more about that in a few minutes.

KEY MESSAGES

With these four areas of dependencies in mind, the importance of each area can be recognized. Need it reactive and preventive. Also, when conduct investigations these four areas give us helpful food for thoughts when we establish the hypothesis.

As your take-to-the-office assignment, the following reflections

Which maturity level has each of the four areas?
Where can I impact to increase the level?
How could I raise awareness if I can not add enough to protect the organization?

And by the way: how about drawing the iceberg with your corporate identity and discuss it with other peers in your management team or the board?

IMPORTANT LINKS AND MENTIONS

All the details of the Code of conduct – for that we have other episodes which go much further than I do today. For example Episode 10

Looking at the four areas – which are not isolated.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

026 - Fact Finding: The 5 pitfalls of Report writing

Tue, 31 Aug 2021 06:00:00 +0100

For some, it is the absolute highlight and for the others a nightmare. The fact-finding report and especially the writing process. Being aware of some typical pitfalls is crucial – for all the stakeholders. And as always, they have different perspectives and positions to look at it. For an investigator, it is the final product. Whether you are an investigator or recipient of that report – the discussed pitfalls in this episode will sharpen your view when it comes to the quality of a fact-finding report.

WHY

When an organization is in the position that they need a fact-finding report they are already in an extraordinary position. Having then already heard about it before and knowing what to be expected is highly important. Otherwise, they cannot act with professional skepticism and judgment. Most of the time, executives and board members do not yet have huge experience in that field of expertise. From the perspective of an investigator, the report is important too. II do not have to tell you that the perception of the entire investigation is mainly impacted by the fact-finding report at the end.

KEY MESSAGES

Conclusion and opinion about writing a professional fact-finding report are transparent and big fan of not using too many puts on the green destroying the great strokes before. Same for the report. Bring it home and be proud of it. There isn’t a better compliment from the recipients than praising your delivery. And also the recipients will highly appreciate a great report as they have to further work with it. The fact-finding report is often not the end of the process as measurements will be implemented based on the results provided in the report. With the different pitfalls – or professionally done success factors – we investigated in this episode you are well prepared. Of course – you need to have the right team and constantly invest in education. As a take-home or take-to-the-office assignment I would like to give the following reflection:

Do we have covered the following topics when we mandate or conduct an investigation?

Timing
Recipients
Scoping
Structure

I know – it is better to bring up only three points as it is said that humans are not capable to remember more. But – having you as listeners I am sure, these four key elements are not too much. The T-R-S-S of Timing, Recipients, Scoping, Structure.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

025 - The subtle difference between "White Collar Crime" and "Blue Collar Crime"

Tue, 24 Aug 2021 06:00:00 +0100

There are a lot of colours around when we talk about crime and cyber security. White and black when we are in the cyber territory. White and blue when we talk about crime.

Today we talk about the broader one. The one related to crime.

If you are interested in the difference – this episode gives you the insights and background.

WHY

Differentiating the terms white-collar and blue-collar crime is important when we analyse the fraud patterns. The fraud patterns are sub-summarized in the fraud tree.

In short, the fraud tree contains different key patterns like:

Asset misappropriation
Financial statement fraud
Corruption and bribery

These are only the key areas which will then have their sub areas with the different patterns.

And as you might have noticed over the last months – the patterns are evolving. Faster than the protection and prevention measurements on the fraud management side.

Not all the fraud patterns in the fraud tree are just white or blue. There might be combinations.

And what the criteria are will be crystal clear by understanding the difference of the two terms.

KEY MESSAGES

When it comes to the classification of fraud, I use the opportunity as one of the key driver – if not THE key driver. If I understand who has access to what my hypothesis work becomes very effective.

The former definition of blue- and white-collar crime often references back to the social classes.

I am convinced that it less depends on the social class and status than on the opportunity.

Of course, white-collar crime is definitively more often conducted by the higher organisational level someone reaches – but the blue-collar crimes are conducted by those too.

The more white-collar workers feel the pressure the more also blue-collar crime drivers increase:

opportunities,
pressure and
rationalisation

IMPORTANT LINKS AND MENTIONS

And if you are interested in learning more about the fraud triangle, in episode 6 I explain why the fraud triangle is a very important source when it comes to preventing and investigating fraudulent behaviour.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

024 – How to strengthen the board for directors’ and managements’ actionability

Tue, 17 Aug 2021 06:00:00 +0100

When we talk about what should be done to reach the next maturity level– often the focus is rather on our teams and employees than on the boards.

How about the boards? Especially the boards actionability?

There are practical approaches to strengthen the boards actionability. And with that – the entire organisation they serve to!

WHY

Without actionability we are having boat with a dysfunctional seamanship.

Bringing it back to the business world – a dysfunctional board works against the vision – promised. Even though it is often not obvious.

And the root cause is kept protected – in many cases I see during serious investigations when it comes to – non-compliance.

A strong actionable board is important! Important to steer towards the vision – with a supporting strategy and wise tactics.

The actionability of a board is not just the sum of each individual serving in the board – and here the challenge starts.

KEY MESSAGES

Key pillars to strengthen our actionability:

Recognise
Validate
Preparation

Let’s think about – what can you do as an individual and as part of a board to increase and strengthen your actionability?

A few ideas when it comes to the recognition pillar are Include actionability

- On the boards agenda as a topic to be discussed (this must be the initial stept before anything else)

- In the strategic discussion

- In the risk management process – it starts with the risk landscape and actionability is part of it

- into the yearly assessment of the non-executive board

- goal setting process of the executive team

A validation does not only consist of an assessment. There are other valuable aspects to validate the individual and group actionability.

We need to prepare based on what we have learned during the validation phase – on an individual level and on a board level.

EPISODES' REFLECTION

Let’s think about – what can you do as an individual and as part of a board to increase and strengthen your actionability?

IMPORTANT LINKS AND MENTIONS

In Episode 20 I talked about how to prepare for incidents – You will find other ideas how to do so there too.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

023 – Five source to challenge your risk landscape

Tue, 10 Aug 2021 06:00:00 +0100

It is unquestionable that the completeness of the risk landscape is one of the key success factors. But also a moving target. What was not on the radar a few weeks a go needds highest attention now.

We all learned that - latest when COVID-19 changed from a risk to the event. An event which was on the risk landscapes of many organisations and also by the research teams.

Not only the board of directors which have the overall responsibility but also the auditors are on duty when it comes to the risk identification process.

WHY

Since then I recognize that the awareness - and also openness to talk about the risk maps increased significantly. Which is a great trend for our organisation.

Is it important to think about additional sources to reflect on the existing risk map or risk landscape? I definitively think so!

Observations show, that teams and also individual are often too focused on their own function, department, business or even industry and not watching out what else happens out in the world. That is not new and absolutely normal. Being concious about that helps to become more risk-intelligent.

KEY MESSAGES

Starting with the approach of OSINT is key and often the organisation reach a very high level of professionalism within a short period of time. It will become one of your competitive advantage when the OSINT skills improve. With these the resources to challenge the existing risk map will be found and contribute to that holistic approach.

The transformation which can happen is that the existing belief that it is too time consuming to challenge the risk map with additional external sources will expire.

EPISODES' REFLECTION

When it comes to our take-home or take to the office assignment please come up with a plan how you address what you have heard today

will you challenge the existing risk map?
will you bring in the OSINT approach?
Will you talk about the mentioned sources of the World Economic Forum, the Corruption Perception Index, The Report to the Nation and the Security Trends?

Every action leads to results - but only the actions...

IMPORTANT LINKS AND MENTIONS

https://www.weforum.org/reports/the-global-risks-report-2021

https://en.wikipedia.org/wiki/Open-source_intelligence

https://www.acfe.com/

https://www.transparency.org/en

https://www.gartner.com/smarterwithgartner/gartner-top-security-and-risk-trends-for-2021/

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

022 - Important skills to impactful sponsorship

Tue, 03 Aug 2021 06:00:00 +0100

As member of a board – no matter whether it is a management or the non-executive board – whether you have one or two tier boards we have the responsibility that the strategy follows the vision and the tactics the strategy.

The role of being a sponsor within the organisation is not new and there are many different forms and terms for that specific and important role.

Especially when it comes to project management, we often see the approach of having a c-level sponsor which is part of the steering committee.

When we take a closer look to the projects which are rather related to Corporate Culture, Corporate Integrity – which also includes the actual discussion around ESG or the Social Development Goals – the sponsorship on board level is on a lower maturity level - if existing.

WHY

Why? Because a sponsor makes sure that the defined goals – not matter what the project relates to – are aligned with the overall strategy and supports when it comes to the lobbying within the different boards.

For me it is unquestionable that a sponsor on board level is key to successfully build, live, and improve Corporate Integrity.

And when I listen to the new generation of leaders – it is clear to them too.

KEY MESSAGES

Sponsorship – correctly done - has huge impact.

The sponsor delegated to the initiative – in this case Corporate Integrity – represents the tone at the top which will have significant impact to the companies’ journey.

Therefore, it is important who will be the sponsor and how is that delegate being identified. That needs a serious discussion within the board.

Criteria’s which could be discussed are:

Long serving board member vs. new to the club?
Existing expertise in the field of Corporate Integrity within the board?
Who has the necessary time to be allocated?
Who has the expertise AND the leadership skills to be a sponsor?

It is not given that all board members are the perfect match to an initiative only because of their role as a board member. This needs to be discussed to ensure the initial decision is not hindering the successful sponsorship.

From experience, a sponsor should encourage the project leader to speak up transparently. Depending on the constellation it will need courage from a project leader, but it is necessary that such a relationship can successfully work for the organisation.

The leadership skill active listening is crucial for every board sponsor. You want to understand – therefore you first must listen and then to ask the right questions. Which is an additional skill required to be an impactful sponsor.

In addition to that the board sponsor does good not to be involved in the daily operations to keep the perspective of an additional – often more objective – level.

The professional sceptism needs to be kept over the entire lifetime of the initiative.

A wisely identified and selected sponsor for Corporate Integrity is one of the key drivers to make the initiative a success. Having the wrong one will rather negatively impact the undertaking.

EPISODES' REFLECTION

The two questions when it comes to your next decision-making about accepting a sponsorship are:

Who would have the qualifications in our board to be the sponsor?
Who has the resources required to support?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

021 - The type of characteristics not needed at C-Level

Tue, 27 Jul 2021 06:00:00 +0100

There are people in the room poisoning the organisation.

If they are sitting on your C-suite - it will negatively impact the vision but not only that.

By understanding and identifying the red flags of such distracting traits you protect the organisations vision, strategy, and culture. It is worth to do so!

WHY

As member of a board – no matter whether it is a management or the non-executive board – whether you have one or two tier boards we have the responsibility.

And exactly here it starts with the different views of what boards are responsible for. The responsibility of protecting supportive behaviour from destroying behaviour.

Especially as a non-executive board member with a larger distance to the operational duties you can add significant value by taking up that part of responsibility and ensure that the team can work towards the vision.

By not identifying the destroying behaviour we put our organisation towards a risk which could torpedo the entire business model by an insider.

There isn’t any organisation who could afford that. But a lot out there think they could not afford the protection either.

You can and it doesn’t cost you anything if you have the right set of people in place. On board level too.

KEY MESSAGES

Identifying a mindset within the c-level which is not only supporting the organisations’ purpose and strategy is key to protect the assets and reputation.

That needs a speak-up culture - also within the board where such topics receive the attention needed - personal interests and ego driven agendas have not spot in a board room.

Building a corporate culture of integrity includes the responsibility of protecting and nurturing the right mind set.

It starts with the tone at the top!

EPISODES' REFLECTION

Maybe when you next time reflect on your management team – no matter whether you are a supervisory board member or on c-level – the awareness increases when it comes to the different mind-sets you identify.

Do this match with the purpose and strategy of the organisation?
If not, what is your plan?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on either www.sonjastirnimann.com or www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

020 - How to prepare for incidents? Secure actionability!

Tue, 20 Jul 2021 06:00:00 +0100

Are you prepared for the worst or avoiding to even think about it?

Doesn’t matter what position are in right now. This episode will give you the elements needed to be prepared for the worst and when I talk about the “worst” it is related to

Non-compliance
Fraud
White-collar crime
Or a cyber attack

The incidents which are happening all the time and are hardly discussed...

WHY

Actionability is what every leader needs to protect – no matter what kind of situation. To protect the vision, strategy, and business – with all the related shareholders and stakeholder’s interest.

Actionability is the return of “being prepared”.

Therefore – there isn’t anything more important than staying actionable. Which is the not the same as reacting….

KEY MESSAGES

The methodology introduces was established over the last ten years and we call it the FraudAidKit™ and divided into five successive phases, which are coordinated in a modular way and include:

- Awareness

- Implementation

- Maintenance

- Alert

- Process

Reflecting on these five stages which are described in detail during this episode - there might be room for improvement in some organisations.

Unquestioned is the fact that:

Being prepared is not “optional”.

Not for leaders who want to shape the culture of corporate integrity. Being prepared protects the mission, vision, strategy – and the most precious assets.

And when I say that – I always have the individual situation in my mind too.

Organisations are built by individuals and it all starts with us.

EPISODES' REFLECTION

- How am I prepared?

- How are we prepared?

- For what are we prepared how?

IMPORTANT LINKS AND MENTIONS

If you would like to hear more about resilience – especially the corporate resilience – you will find it in our episode Nr. 19.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

019 - Corporate Resilience: Hype or Asset?

Tue, 13 Jul 2021 06:00:00 +0100

Resilience is one of the terms we read and hear more often than ever before. If you would like to have a look behind the scenes of what it means for Corporate leaders and how you could make resilience work for you

This episode will give you food for thoughts.

And of course the possibility to start right afterwards. At the end it is all about implementing what makes you successful.

WHY

First, why should we as Board members and business leaders think about resilience when it comes to business? Individually and in our personal environment – the term is more common than in the Corporate World.

No matter what kind of system or organism the resilience – together with resistance – is crucial. An organisation – no matter what size – is a system.

What we see in my daily work with Non-Executive Board members, management teams or individuals outlines the importance.

Especially when it comes to incidents

• Incidents like

• Fraud cases

• Cyber attacks

• Blackmail

• Extortion

• Non-Compliance

...leading to forensic investigations

Lacking resilience will harm our organisms and systems

I would like to work with two different definitions to make the term more tangible and to prepare it for the implementation on different levels.

HOW

The first – which is more specific for corporates than the one I introduce later - is

Resilience is the ability to

adapt,
recover,
and thrive

in the face of shocks that are internal and external, as well as known and unanticipated. Taking a closer look to that definition we see that the key components lead us to further questions.

The ability to ADAPT in a manner that protects the assets and allows successful business in the future

Which immediately leads us to THRIVE. In parallel and after the ADAPTION it is important that an organism or organisation can RECOVER. The mistake of leaving out recovery will be paid with a very high price tag! Every shock impacts the actionability of individuals, teams and at the end also the organisation.

The drivers of the incidents can be

- internal or external

Internal could be:

- white-collar crime pattern which is recognized internally

- External investigation based on a whistle-blower

External incidents are

- Cyber attack with extortion

- CEO-fraud

And these shocks can either affect our organisations

- known or unanticipated

Depending on the maturity level of the risk identification process you will have more or less surprises. More about that can be found also in Episode 4

Of course there are always unforeseen and unanticipated shocks which need to be managed.

Why not spending a session in the board discussing the implemented processes regarding these unanticipated shocks?

Let us switch now

The second definition is much broader and will also put ourselves on spot when we reflect on it:

Resilience = digested experience

What does that mean? Why does experience influence resilience? And what is the part of digestion? That theory says that experience without digestion does not lead to resilience. Experience needs to be internalised to increase resilience.

That aspect can be analysed either from an individual or organisational standpoint and leads to the next question: How can I internalise a shock in the corporate environment?

What I see when such shock or incidents affect an organisation is, that at the beginning the necessary attention is given due to the fact.

When we take the example of an incident in the environment of white-collar crime. As we know, more than 90% of these cases are done by insiders.

After such an internal investigation we have a lot of insights what went wrong, and these loopholes must be corrected to protect the business.

That is the digestion part of an experience.

Following up on the incident, accepting what happened and strategically decide AND IMPLEMENT the measurements for the future.

KEY MESSAGES

Coming back to the initial question whether we talk about a hype or asset when it comes to corporate resilience.

Corporate resilience is an asset or can be an asset.

Using the term as buzzword is a hype I do not support at all.

Organisations which already have a high level of resilience do not talk about it at all. They just learn from and digest the daily experiences, incidents, and shocks.

Nevertheless, it is topic which belongs to the strategic and operational level of an organisation.

We as board members or managers have the duty to protect our organisations. In the long run. Resilience will support the vision.

And having said that: also our individual resilience is an asset we have to take care of.

The more resilient we are the better we can support our organisations.

EPISODES' REFLECTION

- what is your organisations digestion strategy and process after a shock?

- How could you improve that digestions process to increase corporate resilience?

IMPORTANT LINKS AND MENTIONS

Adaption in Episode 14.

Maturity Level in Episode 4.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

018 - Build impactful alliances on corporate level

Tue, 06 Jul 2021 06:00:00 +0100

No matter what you envision – there is a specific moment when you realise – we all need allies.

Have you every thought about who you allies are? How they became your allies? Or maybe who could be my allies to have the impact you want to have?

It is very interesting to see how these allies also transform over the time and depending on your and their vision to accomplish.

The next minutes are spent for all these existing and future allies supporting us on our vision of having impact in your specific field of expertise.

And of course – when it comes to Corporate Integrity, allies are as important as in any other area.

Are they harder to find? It depends!

The energy spent on not being surrounded with the allies we need to ensure the impact we envision is constraining.

What I see in my daily work with Non-Executive Board members, management teams or individuals outlines the importance.

The right set of allies are so crucial for every leader. We have now the skills and where we find the allies and come to the last point of how to make it work.

Building a community of allies is not new

Important is the aspect of that “community”.

And just as a side note: that is also what I see in our leadership circle. Often it is not the professional topic which is the most powerful element of the discussions.

It is the like-minded community of trust. And here we are already having the first two critical elements or skills of an ally:

Like-minded
Trust

First, we want to understand what the mind-set is and align whether that matches with ours.

That initial alignment of mind-set is key.

No matter what professional background someone brings in. If the mind-set does not match, it is hardly possible to be come a partner in crime. Trust follows and can not be forced. The more is visible and transparent from a person the better trust can be built.

To become the ally you need - you do good in being transparent about

values,
risk-appetite
perspective
vision and goal
your limitations

The second element when it comes to identifying allies is the question, where do I find them?

As mentioned at the very beginning it is important to understand that the perfect match depends on the vision or goal to be achieved.

Demonstrating and advocacy what you stand for will attract allies.

The most powerful alliances are the ones set up with the right mind-set, values, a very high level of integrity, and trust.

We have now the skills and where we find the allies and come to the last point of how to make it work.

The most powerful alliances are the ones set up with the right mind-set, values, a very high level of integrity, and trust.

KEY MESSAGES

Allies find each other to achieve a joint vision or goal.

Reflecting on by what allies am I surrounded and to whom I could become an ally is very important.

Especially when it comes to Corporate Integrity, I realized over the last decades that there are so many leaders following that vision of conducting business in a way which support ethics and integrity.

A lot of leaders do not find their allies within their organisation when it comes to Corporate Integrity.

With the global initiatives of ESG and SDG the pressure increases, and we all do good to know our allies to achieve our goal with impact.

EPISODES' REFLECTION

Just two additional questions for a personal reflection – I am pretty sure you all have an answer for yourself:

- Are you aware of all the alliances you are involved in?

- And do you give and receive the support which is needed to make it a success?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@corporateintegrityconcepts.com

Further information about Corporate Integrity can be found on

www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

017 - The 9 core sectors to identify risks in the business model

Tue, 29 Jun 2021 06:00:00 +0100

There isn’t anybody else understanding your business model better than you and your team. Correct?

What kind of insights would you receive if the business model would be analysed from a completely different perspective? For example, focusing what could harm the successful implementation of your vision.

Identifying the core sectors of your business model when it comes to protect the most valuable assets. And especially your vision. That is what I would like to invite you to.

Bringing in a new perspective when it comes to challenging the business model is key in our work as Non-Executive Board members as well as in the management. And thus, before the risks are materialized.

Afterwards -when the investigators are doing their job the business model is one of the most important sources during the fact-finding process.

Not all responsible are aware of and sensitised – and that is a fact we must consider in our roles.

The less sensitisation the higher the probability of not understanding the inherent risk of a business model.

Therefore, I am convinced that a deep understanding of the business model with its inherent risk is key for everybody taking his or her role of responsibility seriously.

When it comes to the topic of risk identification process the common understanding is often very allocated to specific functions like compliance and risk management.

That is just one approach and, in my opinion, not the most effective for an organisation which wants to play in the league of “best in class”.

Bringing the risk identification mindset a few levels up – to the executive management and board of directors – the effectiveness increases dramatically.

And not only that: it also allows the executing team to have a real set of boundaries when it comes to risk tolerance.

Identify the risks in your business model

To start with there are 2 dimensions I defined for each key section of the business model

Strategic Risk
Operational Risk

And for each of the identified risk the

Impact
Likelihood

The board of directors will have a discussion and opinion on the risk appetite before the management will come up with the defined "Measurements".

The goal will be to have the answers by section of the business model.

Using the described risk canva as an example I suggest starting with the following key areas

Value proposition: what is the value we are creating for our clients by doing xyz? Already the value proposition will give answers to the strategic and operational risks.
Key activities: what are we doing to reach the value proposition for our clients?
What are the key resources we need to conduct our activities?
With which key partners are we or will we work together to make our vision come true and following the strategy? And here, please be careful with the key partners due diligence and keep in mind, that the code of conduct also needs to be followed by them. Not to forget the third-party due diligence you do in advance of a partnership.

Other areas to consider as source to identify your risks rather belong to the customers itself by

analysing the segments you serve and
how you establish and execute the customer relationship.

In our world which operates in the cyber territory as well as in the offline world also your organisation will be active on different channels.

What are these different channels and what kind of inherent risks evolve? The adaptability is often not yet given and the awareness – also when it comes to internal communication – can be improved.

Last but not least two key areas which are not new and an evergreen since thousands of years in doing business

the Cost structure and
the revenue streams

revenue streams these days and especially within the adapted business models vary and become more diverse than ever before.

The strategic and operational risks need a perspective to ensure completeness.

New business models create new inherent risks – which means the upside and the downside. Would you like to miss an upside? No! Nor a downside!

The goal must be to manage the risk. And that is only possible by knowing them in advance and not after materialization.

KEY MESSAGES

The business model needs highest attention.

And by saying that a structure helps to identify and understand the inherent risks. Which have always two sides of a coin. An upside and a downside.

With using a systematic tool to analyse the business model the entire risk identification process becomes a much more effective and efficient process.

EPISODES' REFLECTION

First part would be to reflect on the business model and especially how the structure of the business model is set up. Here I recommend using a form which supports the vision. My experience is that any kind of canva – and here you are free what to use – is helpful to get the thinking process structured.

In a next step the different sections need to be challenged by identifying the strategic and operational risks – as a first step.

Reflect whether such process is set up and whether there are potential improvements needed.

Keep in mind that the identification process is an exercise which needs to be done by the risk owner at the highest levels. The board of directors and the management team.

When it comes to likelihood and impact the discussion will be held by the same roles.

But – and here is something which is often avoided: the discussion about the risk appetite needs to be done on the Board of Directors level. The implementation will be done by the management team.

I know that is a lot of homework and not be done in a day, but my goal is to start the process and I am sure you will be successful in having that discussion in your designated teams too!

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

016 - Check your security in the cyber territory

Tue, 22 Jun 2021 06:00:00 +0100

When we talk about cyber security, this includes protection in the social structures of the Internet.

It is about protecting people from the violation of physical or mental integrity. Accordingly, security is a broader view than crime. Cybersecurity encompasses more than cybercrime.

“The absence of security begins where an individual suffers harm or is likely to suffer harm.”

Violation of physical or mental integrity

The interpretation of the violation of physical or mental integrity of individuals requires a more flexible approach.

If we focus exclusively on individuals, we miss out on those behaviours that are directed against organizations, companies, or society.

My clients are, of course, individuals and usually part of an organization or company. Always also a member of society.

Examples of these are

illegal transactions and
the creation of criminal structures involving the underworld and legitimate economic activity (money laundering via activities on the Internet).

These are the so-called victimless offences.

Which is indirectly not true as the price and impact of money laundering is high – for the entire world and that is going to be another story and episode of the future.

I also recognise that the terms cyber security and cyber crime needs more focus when it comes to the terms and definitions.

Cyber security versus cyber crime

Although cyber security encompasses more than cybercrime, the latter plays an important role in cyber security.

There are various definitions of cybercrime in circulation, but no single one which all agree on. Nor is there an official conceptual framework for this type of crime.

Because the pattern of cyber crime are key to be understood like we do with the patterns of other fraud cases.

Terminologies and categorizations

We also work with different terminologies and categorizations, with the following features becoming apparent:

There are offences with which ICT (Information and Communication Technology)

a) constitutes the end and tools (hacking, spreading viruses)

b) is executive but not the aim (e-fraud, distribution of forbidden content)

In conclusion, cybercrime can be understood as an overarching concept for offences in which ICT plays an essential role.

The two subcategories to be derived are cybercrime in the

– in the narrower sense, using ICT as an end and means

– other senses, with which ICT is responsible for the execution but is not the goal

What is the difference between the responsibility of ICT in the execution or the use of ICT as a tool?

When ICT is used exclusively as a tool, we are not usually talking about cybercrime.

For example, when a criminal uses Google Map (or other electronical provider of maps) to find the petrol station for his next robbery.

The term cybercrime is used for those crimes that use ICT as a target and a means.

Cybercrime in the broader sense will disappear to exist over time, as it is only the modus operandi of how an offence has been committed. The term cybercrime is neither used to explain a criminological classification of the field of study nor to define the technical procedures for committing the offence.

Even criminal prosecution does not need this term for the punishment of the offences, despite the Internet age. In this respect, the term “cybercrime” does not clarify anything - officially.

Offences should not be named according to the territory used (in our case here: cyber).

This would otherwise mean that with every new technology or the use of tools to commit a crime, the taxonomy of crime would change.

This means that we should understand the social relevance of information technology not from the technology itself, but from the social processes on which the technology is based on.

Even if computers are used – an (economic) crime is an (economic) crime. The focus from the means and tools used to the offence is relevant for the successful processing of (cyber-)crime.

“The excessive focus on technology blocks the view of social reality.”

KEY MESSAGES

Treating the territories as what they are is needed.

We must ask ourselves whether we are prepared to it or not. No matter if we are already traveling to this territory for a while. Some of us do it for more than two or three decades.

EPISODES' REFLECTION

I would like to invite you to the following take-home reflection in the form of a few questions:

How does the territory I travel to look like?
What are the requirements to have a safe experience?
Which on these requirements are in place and which not?

It might sound easy but do not underestimate the impact of these answers.

Having involved the decision-makers which means the board, the management and the experts will complete the picture of the actual planned strategy and journey.

The implementation will be an ongoing process as the territory will evolves and therefore the last question is the one to secure your business:

What are the measurements to be taken to protect and secure our vision?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

015 - The overseen (fraud) vulnerability

Tue, 15 Jun 2021 06:00:00 +0100

Raising awareness – also when it comes to topics like biases – is where everything starts. Without being aware of xyz no transformation can happen.

Therefore, I am convinced that with your personal awareness of being biased the protection already starts.

And if you extend it to your team, your organisation, you have a powerful tool at hand which is understood and supported. That is what you need to secure your most precious assets.

When it comes to social engineering there is that common myth of putting the term to the tech side and forget.

But it is everything else than tech. It is just us. Our human being!

Crisis shifts priorities

A shift in priorities during times of crisis is necessary. We all agree on that!

Reassessments must be made, and the focus is on the ability to act. While those responsible are organising themselves, others are doing the same on organizational level.

Especially in the area of fraud and cyber risks, adaptation to new circumstances rarely takes long. Often too long in my opinion and the reasons are manifold.

On the contrary. And that is the most important part of us to protect our most precious assets.

The scheming of the malicious social engineers does not stop at global crises but discover them as an entry point to prey that was often not on the agenda before.

I mentioned at the very beginning: Social Engineers love crises! Of course especially the malicious.

Fact is when a crisis hits: Either there were already prevention measurements in place or nothing will happen during the ongoing crisis.

During the crises, the resources will be allocated to Business Continuity Management which means, managing the impact of the crisis as such.

While the responsible – Board of Directors included – focus on the above-mentioned duties, the vulnerability of non-compliance, economic- and cybercrime increases. Silently.

When it comes to the fraud risk assessment we have to keep in mind and refresh, that there are different stages organisations are related to a fraud risk assessment:

Either it is

Missing
Not effective anymore
Or Biased

You will know mention that there is a fourth category missing, the one which has a perfect implemented fraud-risk-assessment in place. Yes, you are right.

The experience taught me that in crisis these “well matured” fraud-risk-assessments immediately shift to No. 3 and I will tell you more about it in a few minutes.

None of the three categories will succeed against fraudulent behaviours but due to different reasons.

Let me give you as an overview and especially more beef to what these three categories means:

Three Categories of Fraud Risk Assessment Status when we hit a crisis

The first one is obvious:

Category 1: A Fraud Risk Assessment is missing

Without having a Fraud Risk Assessment in place, the potential risk is not identified at all. As the responsible know about the circumstance and do not trust on an existing assessment.

The vulnerability is very high or low – we just do not know about it. Impact and Likelihood of fraud is not assessed nor under control. Not managed at all

Category 2: The existing Fraud Risk assessment was made more than 5 years ago

With having a Fraud Risk Assessment done – even a long time ago – responsible feel safe.

Unfortunately, what I see in discussion with my clients – too safe. Wrongfully. There is hardly safety in an old risk landscape nor in in an old Fraud Risk Assessment.

Understanding how technology and business models changed over the last years and months, it is obvious that also the risks changed dramatically.

An not updated Fraud Risk Assessment provides a false security.

Category 3: The Fraud Risk Assessment is less than 12 months old

Talking to the last category of organisations might be the hardest because they have a brand new – in their mind – Fraud Risk Assessment.

But having heard what was mentioned for category 2, most of it also works for category three.

With additional challenge that having had the assessment within such a short time frame will mislead the awareness of security.

The crisis which hit the organisation needs to be understood to ensure that potential new risks can be taken up. When the Fraud Risk Assessment is still new it does not mean that the new risks are already involved. Taking the COVID-19 pandemic as an example I assume that hardly any organization expected – before the crisis hit – to have the “work from home” percentages increased to the max.

In short, all three categories face the challenge of either having loose ends related to the fraud risk assessment or nothing in place.

In addition to that, what a lot of the companies still do not yet have in place is the crisis scenarios. The preparation for such incidents is not done. Specific controls designed for the incident handling processes are often be dropped, and hence, the opportunity to defraud the organization increases significantly during crises.

KEY MESSAGES

Fraud vulnerability can significantly be decreased by raising the awareness of biases, social engineering, and risk-intelligence.

No matter at what stage we are with our organisation, crises are happening and when we wait until the next one hits us, we are not prepared.

When we use the time before and after, the vulnerability receives the necessary attention.

EPISODES' REFLECTION

How you strengthen non-compliance and fraud resilience to a competitive advantage?

Even during crises I would like to invite you to reflect on the following three questions which can be taken as you “take to the office assignment” and also used within your team – which is not only related to non-compliance, economic or cybercrime

What is the actual status of the above-mentioned categories?
What would immediately reduce your vulnerability?
Where are the resources who could have the first impact on this reduction?

Why not having an internal virtual challenge identifying the weak spots? Of course, please make sure that you communicate in a setup which is safe for the organization too.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

014 - How to conduct fraud investigations in a remote environment

Tue, 08 Jun 2021 06:00:00 +0100

We cannot deny the changes and additional requirements. Therefore, I am convinced that it needs some reflection and review of the investigations process too.

The use cases and examples of the last few months demonstrated a wide variety of maturity level of the teams conducting investigations.

And by saying that, these different set-ups and processes were raised by one of the peers of the Corporate Integrity Circle a few weeks ago.

It became obvious how different the maturity levels are in terms of

Team set up
Investments done or especially hold back (in the ongoing financial year)
Missing budgets for the future
Lack of training opportunities

With the knowledge we all earned – which is supported by different studies – it is crucial that the have process and tools in place which supports us on our mission of fighting against fraud and bringing facts to the table.

Professional and adapted to the individual investigation processes are much more effective for all involved parties than ad-hoc. And that is, was we need to have for our internal and external clients.

Therefore, we need a high maturity level of adaptability – also when it comes to our own investigation processes.

And here I come back what I have prayed for so many years and still believe in: Internal Investigations need a sponsor!

This does not mean that the sponsor must be directly involved but should understand the importance and stand in for it.

If you reflect your situation

Are you a sponsor when it comes to internal investigations?

Or if you are the one responsible for the investigations:

Do you have a sponsor? And if so: how effective is it and what could be improved?

Especially during crises which are not inherently fraud or non-compliance incidents it is even more important to have such a sponsorship on top level.

Because, as we have learned, with an external crisis like the pandemic, the focus shifts away. The additional risks based on the new situation are often overseen.

Planning

With the Investigation planning we have the two level

Strategical
Operational

Switching to a complete remote planning process will need additional time spent on the set-up as such.

Some of the most important aspects are:

Information and Data channels

How can we ensure that the entire team are informed?
What is the internal protected and secured platform to share internal information?
Do we have a project management tool in place – of course protected and secured – which fulfils the needs of the remote work?

I would expect that most of the global investigation teams already have most of the above tools in place.

What it often needs is to really use it. This means, everybody has to commit to use the identified and implemented tools with the dedicated functionalities. With incomplete information an effective investigation management is not possible.

Setting up the workflows for remote team need even more discipline from all the involved parties.

Investigation teams:

are they already used to work remotely?
Do we have new members or ones not used to work remotly? How can we integrate them?

Goal must be, that the teaming receives most attention – especially in this kick-off and planning phase

Technology and infrastructure:

How is the actual set-up?

The highest security level is not discussable at all and for the teams already working remotely “state of the art”.

What is needed in addition and how fast could that be delivered?

I know the time of ordering and receiving hard - and software was not an issue up to March 2020. But these days it could be crucial

Data collection:

We all know that there are certain data we must collect during an investigation which are not all just electronically available. I am talking about the images we need to have from specific devices. Like notebooks, desktops and mobile devices.

What is the process to obtain this important confidential information with as less as possible physical interactions?
Are there different levels which could be set up to a standardized process?

For the eDiscovery process I would not expect a big pivot to the normal workflow we already have in process.

Also the review and report writing process – if the workflows with the team and information exchange are well implemented – can be conducted as the investigators are used to.

Interviews:

Yes, here we have to get in touch with people to find additional evidence and information supporting the entire investigation.

We all learned how to perform during virtual meetings via tools using cameras and microphones. Of course, documents can be uploaded and shared between the parties.

But for a professional interview where it is necessary to observe the interviewees’ reaction and assess the credibility of those – verbally and non-verbally – physical interview should still be the preferred options.

It makes a difference when the environment, setting, sound and paces as well as the demonstration of data can be used to find the answers. The interaction between interviewees and interviewer often let the entire investigation move a big step forward.

So please, be careful when you plan the interviews. Rather wait – if possible – instead of having all interviews done remotely.

KEY MESSAGES

A lot of teams in our industry easily adapted to the new circumstances. Some of them did not even have to as they also conduct global investigation in a remote setting for years.

Others are still on their way and with the before-mentioned key elements of

Data / Information channels
Team
Technique & Infrastructure
As well as with the last but most important discipline of
Interviews

I am convinced that the necessary maturity level can be achieved. For all of us.

EPISODES' REFLECTION

Without a team which exactly knows about the new process, the expectations and tools available – your investigation will not be successful.

Same for the interviews: Here you have the biggest leverage to find the smoking gun. The interaction between humans.

Of course supported by technology.

Let me come back to the questions which could be used for you to analyse the current situation about the sponsorship for internal investigations:

Are you a sponsor when it comes to internal investigations?

Or if you are the one responsible for the investigations:

Do you have a sponsor? And if so: how effective is it and what could be improved?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

013 - What changed in the fraud industry since the crisis?

Tue, 01 Jun 2021 06:00:00 +0100

I would like to focus on three aspects how the fraud industry was and is affected by the pandemic

Fraud Risks
Anti-Fraud Programs
Investigations

Fraud Risks

When it comes to the question how the pandemic affected the different risks of becoming a victim there were different areas to be taken up

How was the risk landscape and risk management setup “before”?
How did the landscape change?
Where do we expect the journey to go?

If there is no existing risk mapping the change can not be measured. We then only talk about the gut feeling but have no evidence.

What I have seen at my clients cases is that not only the cases of social engineering in the territory of cyber increases, but also in the non-digital world. On an overall basis the risk of becoming a victim of social engineering increased significantly.

And compared to the study from the ACFE it is exactly what also my colleagues experienced. The overall fraud level increased and will also increase within the next 12 months, that is what we all expect.

In addition to that 50% of the participants already see that cyber fraud increased and the expectations go into the same direction.

Cyber fraud will not remain the only fraud pattern.

Identity theft
Payment fraud
Bankruptcy and Unemployment fraud (and here we talk about the social insurance fraud, credit fraud, etc.)
Fraud by vendors and sellers

As well as

Health care fraud
Insurance Fraud
Loan and bank fraud

Plus the evergreen: Bribery and corruption

will affect our organisations more in the future than ever in the past.

So, what does that mean to us? I am convinced, if you are listening to this podcast, you have a high maturity level of integrity.

Important is, that you are not the only lone enthusiast doing so in your organisation.

You will have much more power if corporate integrity is a strategic priority and not just a “compliance task”.

Summarizing how Covid-19 has impacted the fraud patterns we in our industry experienced and expect additional increases.

With that knowledge I would expect from the decision-makers that actions and measurements are set up….

Anti-fraud programs

The normal process of preventing, detecting and responding to fraud does in real life not start with preventing in a way which could be called “effective prevention”.

More often it starts with responding as a victim.

With the evidence gained in the industry and published we would know that the fraud cases increased and increase. Wouldn’t we expect to have an increase in the anti-fraud program resources too?

Less than 15% will significantly increase their overall investment into the anti-fraud resources. Less than 30% will slightly increase the spending.

With these two first areas I would like to give you the food for thought of the take home assignment. The following two questions should challenge either your clients or your companies actual set up

How does our risk landscape look like since the pandemic started with regard to the above mentioned fraud risks of

Cyber fraud
Identity theft
Payment fraud
Bankruptcy
Unemployment fraud
Fraud by vendors and sellers
Health care fraud
Insurance Fraud
Loan and bank fraud
Bribery and Corruption

How are the investments in our anti-fraud program reflect the answer of the first question?

Having an answer on these two questions will give a good understanding of what you can expect from the near future related to your fraud risk…

Last but not least I would like to share with you the

Challenges as an investigator

It is not a secret that the work – not only in the fraud industry – changed. Also for the one which have to conduct investigations.

During an investigation we have several different phases but there a quite a few where – in the past – physical meetings were required. Especially when we think about our global cases which also needed a certain amount of traveling.

Our involved parties are often not at the same locations. Not the ones we have internally nor the external ones.

The coordination of the teams as well as the other involved parties changed and requires additional technique involved.

In our cases, the data storage as such to conduct the investigations was not an issue as we have centralized servers.

But one of the key challenges was that the direct exchange within the team was not possible as we were used to it. Normally we have different teams working together in their own room to ensure that the knowledge can be shared. Now we had to set it up virtually.

The same for our interview process. Interviews are one of the key elements we conduct for our clients. With the new virtual set up it was necessary to train all our team members as it needs additional skill sets to perform virtual interviews.

More than 75% of the global peer group also replied that the work as such became more difficult.

I think it is not difficult as such but requires adapted process and new training of all involved parties in the team.

KEY MESSAGES

The more adaptive we are the more exciting and successful it can be – and vice versa.

What I asked in our team – and maybe this is also a question which could be brought up in your environment:

“What is your adaption maturity level?”

I used a scale from 1 to 10. 10 means “I am very adaptive”

And with mentioning a number also the example – not older than 2 years – was mentioned.

You can imagine that already the question itself made it possible to shift the perspective….

My personal conclusion of what changed in our industry is quite simple: Everything and nothing!

Our clients and also our team went through a valuable journey and I am convinced, your team, your clients and yourself too.

EPISODES' REFLECTION

How does our risk landscape look like since the pandemic started with regard to the above mentioned fraud risks of

Cyber fraud
Identity theft
Payment fraud
Bankruptcy
Unemployment fraud
Fraud by vendors and sellers
Health care fraud
Insurance Fraud
Loan and bank fraud
Bribery and Corruption

How are the investments in our anti-fraud program reflect the answer of the first question?

IMPORTANT LINKS AND MENTIONS

https://www.acfe.com/covidreport.aspx

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

012 - Three perspectives to identify risks

Tue, 25 May 2021 06:00:00 +0100

The ability to change perspectives – not only when it comes to risk – is crucial for business leaders.

As initially mentioned, I will introduce three perspectives to identify risks.

This means only three and not all the six we have for example in our toolbox called “Personal Risk Area Identifier”

Starting with three will give you - and hopefully also your team – enough food for thought in a first step.

I prefer getting things implemented and done versus teaching and preaching complex frameworks which nobody ever want to have implemented in the organisation.

This means for today, that we immediately start with the work on the different perspectives and elaborate from there.

Let us choose the three perspectives to start with

1. Having you here in my business podcast I assume you all have a professional role on a certain level. Either you are an employee, manager, executive or board member. If you have several roles: choose one. That is your Individual Business Role

2. As second perspective I would like you to choose on your role you have withing “friends and family”. You may be a parent, a child, a friend, a sibling, etc.

3. And as the third role you closely stay with you as an individual. Not in the roles we described above, not as part of another system, just you.

These three perspectives are always within us. No matter with whom you are working in teams.

It remains unspoken which of the perspective is taking the lead in the decision-making process. Depending on the setting you provide, it is possible to lead it.

As an example, I have prepared a few questions which should be answered from different perspectives.

The situation I want you to be taken is Cyber Attack as the overall risk.

With the three perspectives in mind, you can for each answering the following questions:

1) What are the planned activities which could be harmed?

2) What would be biggest risks derived from the answer before?

3) Which are the effective scenarios to mitigate the risk?

4) By when are measurements effective?

With these four questions about activities, risks, scenarios, and measurements you immediately identify the risks for each perspective.

EPISODES' REFLECTION

Remember the three roles

- Professional

- Friends & Family

- And individual

And then keep at least two of the following four questions in mind

- Activities planned

- Biggest risk

- Scenarios to mitigate

- Measurements implemented by when

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

011 - There is no vaccination to the risk of fraud

Tue, 18 May 2021 06:00:00 +0100

Risks are managed differently. Some of them can be managed by a vaccination. Others not.

Fraud, economic crime, cyber-attacks, and non-compliance are risks which are not possible to be managed by a vaccination.

For the time being….

Board of directors are not only responsible for overseeing management strategy, but also, for their risks management which is significant in these fast-evolving times – especially under the actual circumstances of the global crisis.

The Pharma industry produces the vaccination against COVID-19.

All great. For cyber-, non-compliance and fraud-risks there will never be a vaccination.

Nor are we ever becoming immune to these risks! And that needs to be considered in our responsibilities. Immunity will never be achieved.

Keep your own risk-intelligence in mind when I lead you through the following different key areas to focus on

- Risk DNA

- Competition

- Expectation

Combining the understanding of

- the Risk DNA with

- the potential competitive advantage and

- fulfilling the expectation of the shareholdings and stakeholders

might sounds to be a huge challenge but can be started with the three questions for reflection

- How are we internally categorize the different risk to ensure specific risk DNA?

- What are the competition drivers within our organisation and how do they impact the risk landscape?

- How do fulfil the expectations regarding the mentioned risk?

EPISODES' REFLECTION

How could the governance look like taking the critical risk of fraud, non-compliance and cyber at a level higher and treat it more strategically?

Business models change rapidly and the pressure to keep up to speed increases too.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

010 - Why the Code of Conduct is not an alibi

Tue, 11 May 2021 06:00:00 +0100

I am convinced that an implemented code of conduct is essential to set the framework on what we do how. No matter what form such a code has.

Bringing up the topic “code of conduct” is often misunderstood as an additional regulatory paper created by one not understanding the business.

We call it code of conduct (CoC) - this meaningful paper (or file in this day and age of digitalisation), which is intended to regulate our actions and give us security in this regard.

What does the code of conduct say?

Preventively, if the code of conduct is designed in such a way that it can have an effect and protect the business, the most valuable assets of the organization but also relationships.

Revealing or already investigative when it comes to identifying violations of the code of conduct.

Preventively, if the code of conduct is designed in such a way that it can have an effect and protect the business, the most valuable assets of the organization but also relationships.

Revealing or already investigative when it comes to identifying violations of the code of conduct.

From "Having" a Code of Conduct to "Understanding" it

The most important question will be: How do we build the bridge from "have" to "know" to "understand"?

And the answer quite simple: Very individual.

The simple copying of existing code of conduct - which can be found in the web in abundance - does not have the desired effect.

Now, when the bridge between "knowing" and "understanding" needs to be built, the practical examples, dilemmas, setting, eco-system and many perspectives more are missing to show employees how to implement the requirements of the code of conduct.

It is not outlined and answered

- how they have to react to dilemma situations,

- how they receive support in the form of tools and personal support within the organisation.

- And how to behave if they have to deal with corruption and bribery – this just as an example.

With the knowledge about these core elements, no code of conduct will become a pure alibi, but a signpost that will be correctly understood and (hopefully!) implemented by all those involved.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.coporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

009 - The myth of crisis communication

Tue, 04 May 2021 06:00:00 +0100

It is obvious that many business leaders feel stressed during crises. Also, the actual pandemic - which could harm the business - can be stressful.

And a fraud case often ends in corporate crisis as we can witness reading the daily news. I am sure - this isn’t’ something you want to have on our bucket list.

What I observe is, that there are too many excuses out there why communication in times of crises does not get enough focus.

With the right tools and allocation of resources communication is one of the key success drivers – if not THE KEY SUCCESS DRIVER.

How do you manage the importance of communications in difficult times within your roles and responsibilities?

With your experience of a business leader, I am convinced that you have a lot of examples where you can spot on bad, “OK” and great communication.

The great ones are the ones which supported your goal of how the messages is taken up from your stakeholders and shareholders. The bad and “OK” ones rather not.

The Myth no. 1 I hear when it comes to crisis communication is, that it cannot be practiced enough

Is that true? Let us focus on different parts to get to an answer.

Outlining the main aspects of practical (crisis) communication

I would like to mention three which are also in the event fraudulent behaviour, cyber-attacks, economic crimes, and non-compliance

Response

- Speed (speed in communication, does not have to mean speed in handling the crisis)

- Consistency (coordination of statements)

- Openness (media availability, willingness to disclose information, honesty)

Strategy

- Goal: What do you want to achieve with communication

- Target group: Who do I address

Content

- Instructions for your own safety

- What, When, Where, Why, How

I would like to combe back to the myth no. 1: crisis communication cannot be practiced enough.

In my opinion, there are enough big and small events to practice. Even in a protected, practical setting.

How do you foster yourself and your team to do so as a preparation for the next corporate crisis?

EPISODES' REFLECTION

Where are your heroes regarding crisis communication within your organisation?

What is your own communication pattern in crises?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

008 - Common pitfalls for corporates on ethical behaviour

Tue, 27 Apr 2021 06:00:00 +0100

It is not new that ethical behaviour and integrity increases profitability and attract talents. The right talents! That is one of the responsibilities we have as business leaders.

And with that there are frequently seen pitfalls in organisations sabotaging the main vision, the purpose and the initially „good will“ to have a bigger impact.

Some of these most common pitfalls on ethical behaviour are on spot in todays episode. I am convinced that with the awareness of the importance regarding ethical behaviour a lot of troubles can be eliminated at the source.

But this is just the first step. With having an understanding what the potential pitfalls are it becomes also obvious what measurements and sanctions would be to protect the organisations’ assets and the corporate culture. Therefore – isn’t it worth to take care of it?

The topic of ethical behaviour was raised in a recent conversation I had with clients in the financial services environment. Actual media coverage of what went wrong in the financial services industry are high and news come up on a daily basis.

We all know that smart people are leading, steering and deciding. But what goes wrong? Again and again? When I mention only one scandal the effect is that 99.9% of listeners feel not related to it. It is too far away – we are not attached to it.

Nevertheless, I would like to invite you to put yourself into the position of being a business leader – or even better – being THE responsible leader – in the next big case which will happen. Just as an exercise and see what it does with you, with your team and with your organisation. How does it feel like?

We know that the responsibility is on Board, C-Level and Management and when I investigate incidents, there is hardly a case where these levels of responsibility are not involved.

More than two third of the large material fraud cases are conducted by those levels.

The roots of integrity and ethical behaviour

If you would ask your peers in the management team, board of directors or within your professional association. None of those would admit that she works for a company which is unethical and does not care about integrity.

But, with the use cases I experienced over the last three decades I must conclude that there are companies hardly being able to create and maintain a corporate culture which fosters ethical behaviour and integrity.

Different KPIs (Key Performance Indicators) underline the result and will be discussed with our clients to ensure that – if profitability and attracting talents are on their target list – the right actions can be taken, and measurements implemented.

The roots of integrity and ethical behaviour are found in the corporate culture.

There are plenty of reasons that even organisations with great intention struggle with integrity issues but there are a few pitfalls which could be eliminated to start with.

And these are the ones I have on my focus for todays episode.

Lacking corporate value management

How often do I ask employees – no matter on which hierarchy level – what the mission or higher purpose of the company is they work for.

Often the answer goes the direction of letting me know that there must be a mission statement somewhere on the intranet they have access to. I am not blaming the employees answering my question. Not at all.

If the board of directors and management is not able to transport the mission which is key to align (ethical) behaviour to the values, we have already lost our pole position to become an organization with strong ethical roots.

The values derived from the mission and purpose define the ethical behaviour and understanding of integrity in a corporate culture.

And this already leads me to the first questions:

Do you detect any misalignment between the company values and employee behaviour? And if so, can you detect the root cause?

You already know that this question is part of the take home assignment and we come back to this later on.

Change perspective and imagine what would be possible if values would increase value?

Setting wrong KPIs

We already mentioned the KPIs a few sentences before as we often use these supporting the discussions with our clients.

KPIs are measurable, comparable, and therefore important when we talk about ethical behaviour and leadership. A key element in the different approaches and methods within Corporate Integrity Concepts.

What if we focus on the wrong parameters?

How important is quality and how is it going to be measured and rewarded? The human behaviour is quite simple in this setting. What gets measured gets done. What gets rewarded has priority.

Are we rewarding productivity before quality? These two parameters are contraindicative in most cases. The higher the productivity the less quality you can expect.

As employees are part of the most valuable assets a company it is also clear, that they are smart and understand how to tweak the figures. Creative accounting is not far to achieve what they are measured by.

It is obvious that quality needs to be far more rewarded than productivity and being part of the overall implementation strategy for a culture of corporate integrity.

Another KPI which needs to be focused on is profit which goes along with productivity too. Increasing the pressure to the sales organisations on cost of ethics will cost the company in the long run all.

Therefore, I encourage leaders to consciously follow a “profit with ethics” mindset and walk the talk. Incentives matters – check whether you set the right ones.

Good corporate governance is not lived

You remember when I started a few minutes ago with the categorization where the topic belongs to? The Board, C-Level and Management.

That is also the reason why this last common pitfall is an evergreen. We all know how important good governance is. The hottest topic for ethical behaviour is, how the governance of the company is lived!

Of course, there are differences already in the set-up of the companies’ governance but more important is how it is implemented and lived.

Not the best structure – on paper – does work when it is undermined in daily business.

Implementing these first three pitfalls into your take-home-assignment would mean that you – together with your team - reflect on

1. How is our governance lived? You can also compare what is stated in your org charts, rules and regulations and compare it what really happens

2. What are the KPIs we have set in place and do they measure what needs to be measured?

3. Do you detect any misalignment between the company values and employee behaviour? And if so, can you detect the root cause?

With these three questions for yourself, your team and your next discussions with peers will give you insights and indications for potential measurements and sanctions.

Which also leads me to the perspective, that Governance and business driven Compliance can be seen as secret weapon.

EPISODES' REFLECTION

My personal whish for you is that at least these three introduced pitfalls are part of an upcoming discussion within your leadership team.

Not all at the same time as I am completely aware of the fact starting such discussion might be a challenge for some teams.

Not starting is not an option as the future is waiting and ready for corporates acting with integrity.

I have to disappoint you - these few pitfalls are not the only ones, but a good start to look at and to work on.

I am sure you remember the three questions of the take-home-assignement.....

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

007 - Are you successfully managing the decreasing willingness to comply?

Tue, 20 Apr 2021 06:00:00 +0100

Have you ever tried to convince someone without good arguments? Difficult. Therefore, every negotiation specialist would give you the good advice of understanding the resonating arguments leading to the expected goal. The driving reasons.

In this episode you will get ideas how to manage the decreasing willingness to comply within your organisation.

And maybe also detect your own lacking discipline and how to cope with it.

Depending on what area we are focusing on being compliant can be crucial for our organisation and especially for ourselves. Therefore, I am convinced that being aware of a so called Compliance fatigue is important and needs to be identified at the very early stage. Because having it once in our organisation the multiplication is so fast that it takes even more effort to bring it back into the right direction.

What I see – in society and especially also in the corporate world is, that the good arguments of complying are often either missing or not communicated. If it is the latter, there is room for improvement by working on the communication part. If the arguments are missing, we have another significant issue putting the entire organization at risk.

The first questions I would like to ask you to start with is: Are you hitting the crisis fatigue?

Yes, this term of “crisis fatigue” definitively exists and health specialists, know about this symptom for decades.

The actual pandemic is not the first crisis impacting individuals and organizations, but the uniqueness is seen as it all affects us at the same time.

And after more than a year it is also not a short-term limitation to the lives of every individual or organisation anymore. It is essential that we are aware of the symptoms and even more about the root causes. The “crisis fatigue” is a reaction and symptom that grows the longer the crisis lasts.

And we all know, depending on the country and region we are, it lasts for more than 13 months when this episode is recorded and published.

When a person feels they have no control over the current situation (or responsibilities) this can lead to the individual impression or feeling that nothing they do really matters for good.

We could all follow that hiss circumstance can seriously affect a person’s mental and emotional health.

In the current situation of the COVID-19 pandemic this fatigue can manifest in carelessness by not following the instructions of

social distancing,
staying in their home-office
and/or wearing masks.

And the longer we are in such extraordinary situations, the higher the risk of the crisis fatigue becomes.

The second question I would like you to reflect on is What does such a “crisis fatigue” mean for corporates and organisations?

Have you ever thought about what “crisis fatigue” could mean in the corporate world? Not only on individual level? In your organisation? I do that on a regular basis – no matter what role I have for the organisation.

Either as board member, CEO or as an advisor. And the longer we are in the current crisis the more frequent I take that topic onto my agenda.

Yes, we are all individuals – acting and being responsible for organisations - and as a Corporate Integrity Counsel and Business leader we must take into consideration that a significant part of our crew is affected by the “crisis fatigueness” too.

It is not only the crew of the other boat!

The topic becomes one on the C-level and often in the board room too. What I still see is, the risk of having to many rules to comply with which are not effectively implemented. Having said that I focus on the implementation process starting at the very beginning.

We are now already heading the third questions and, in my opinion, the most important one what is this rule for?

You can also find another word for “rule” like control, check, test, whatever fits best for your role. I immediately hear all the voices telling me that these rules are implemented for the regulators, auditors, etc.

If that is the case and the rule doeshardly to protect our employees, our business, our partners, our clients our community. There must be something wrong.

Compliance – and even more integrity - helps us to protect our crown jewels – if we do it properly and with the mindset of business-driven compliance.

I will not leave you out of this episode without a short guidance on how you could cope with the increasing “crisis fatigue” but also, with the “compliance fatigue” which does not need to be rooted by a crisis. Sometimes there are specific processes facing this phenomenon.

A short guidance on coping the “crisis fatigue”

· Communicate: listen and talk to your team, family, friends

· Awareness: be aware of causes for stress

· Identify, what you have under control

· Keep daily work- and personal routines for you and your team

· Stay in contact and be connected

· Recognizing changes in behaviour in our environment (at work, family, and friends)

· SPEAK UP! To your supervisor, colleague, friend, or family.

EPISODES' REFLECTION

Which is your next rule you have to re-think to make sure that people understand the goal to avoid “fatigue”?

I am curious to read about it and am looking forward receiving your message via one of the listed channels in my show notes.

Fact is, that the more and longer we must comply the more important is the understanding of the “why” we must do so. The reason behind – the interest – is the main driver for successful compliance. Therefore, our all goal should be to implement rules which are understood.

If we cannot do so on a society level then we should at least start in our families, organizations and wherever we have the power to positively impact.

Do you remember the three questions which also lead to the take-home assignment?

1. Are you hitting the crisis fatigue?

2. What does such a “crisis fatigue” mean for corporates and organisations?

3. what is this rule for?

I am pretty sure it would also be interesting for you to hear the answers of your peers and teams. Maybe your next virtual meeting starts with one of these questions?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

006 - Why the fraud triangle is your partner in crime

Tue, 13 Apr 2021 06:00:00 +0100

What are the resources, tools, approaches, or methods you apply when it comes to fraud, misbehaviour, or non-compliance?

Today you will learn how the fraud triangle could become your partner in crime during prevention, detection, and reaction to fraud. On a strategic and operational level.

What I have experienced of over the last two decades of working in an environment where fraud is daily business is, that having a profound knowledge about the fraud drivers is key to understand the root causes of misbehaviour.

What I have learned is, that the easier it is to understand the more often such tools are used. And thatis exactly what I want to achieve with the fraud triangle. I would like to have it implemented in as many teams and organisations as possible toimprove the awareness.

Often, the simpler the tools the better the results.

Also here we reduce the risk of false application by reducing it to the max. And if you would like to know to whom such tools like the fraud triangle are addressed, my spontaneous reaction would be: "To everybody".

KEY MESSAGE

Let's take a step back and think of fire as a metaphor for economic crime. In order to prevent fire from breaking out, it is important to know what could start a fire and how to prevent it from breaking out.

These conditions are also essential in understanding how to create effective and efficient anti-fraud programmes or how to conduct risk assessment as such, taking into account different perspectives.

The theory of the fraud triangle supports those responsible along the entire life cycle of white-collar crime and is applied in practice as a procedural method in the various stages of prevention, detection, and reaction, be it for risk identification, hypothesis generation, preparation and conduct of interviews or identification of relevant sources of information.

Motive

"...Trusted persons become trust violators when they conceive of themselves as having a financial problem which is nonsharable...."

In metaphors, motive is the heat and thus the strongest element of the Fraud Triangle. The motive pushes the individual to find a way to eliminate the perceived uncomfortable initial situation (pressure) and to satisfy the needs in this regard.

In the case of Cressey's hypothesis, this is the financial problem to be solved without involving third parties like for example:

Personal pressure from family, friends or society to achieve and/or maintain a certain standard of living.
Achieving certain targets (on the part of the employer) in order to receive the promised bonus payment as a result.
External pressure due to a changed economic situation, competitive situation, dependence on customers, etc.
financing an addiction (to gambling or drugs) in order to be able to keep it hidden
Lack of money due to expensive medication that has to be financed for a sick family member.

According to research findings, the motives of crimes are very often relationship-driven - also in the case of economic crimes and cybercrime. This means that it is about relationship constructs, such as from and to ex-partners, jealous partners, school or work colleagues and of course employers. The fact that a loyal and long-term relationship is also entered into between employee and employer, depending on the cultural background, should not be disregarded when analysing the motives.

Victims and perpetrators usually know each other

Opportunity

Do you remember the second driver? "… are aware this problem can be secretly resolved by violation of the position of financial trust … "

An individual with a motive cannot commit a white-collar crime if the opportunity is not there. Opportunity is - metaphorically speaking, in reference to thefire - the fuel that makes the fire start and burn. The business model, the industry as well as the structures and processes influence the internal control system of every company.

This gives more or less opportunities that can be used due to the professional position.

Examples of opportunity and access:

non-existent control mechanisms,
Highturnover rates in key functions,
Operations in high-risk areas (depending on the regulations and standards to be complied with, e.g. FCPA, UK Bribery Act, OFAC)
lack of segregation of duties (one of my favorites as I get so many excuses on that….)
(overly) complex organisational structures and transactions.

The opportunity can - due to the considerably increased regulatory and legal requirements in the past 15 years - be most easily prevented procedurally and technically within the framework of internal control systems. The introduction of collective signatures already massively reduces the risk of fraud by internal perpetrators.

However, it must be considered that it is not the number of implemented controls that is decisive for the reduction of risk, but the design of these controls.

The identification of effective risk-minimising controls is of great importance and requires comprehensive knowledge in white-collar crime patterns (including thetopic of non-compliance and cybercrime).

Rationalisation

Remembering the hypothesis which was: "… and are able to apply to their own conduct in that situation verbalizations which enable them to adjust their conceptions of themselves as trusted persons with their conceptions of themselves as users of the entrusted funds or property..."

In metaphors spoken the air - or one's own justification - keeps the fire burning. This third leg of the fraud triangle is one of the most complex when it comes to pre-emptively anticipating and mitigating it. Please do not forget:

The human brain is conditioned in such a way that no actions are taken unless they can be rationalised.

This begins with the simplest actions and ends with the most essential decisions. This is also the case when it comes to not complying with guidelines, regulations and laws.

These actions and justifications are rationalised to oneself and compared with the individual value system and personal beliefs.

Recording and assessing this value system and its beliefs is highly relevant in the context of recruting key positions.

But that is a topic we will discuss even further in the future.

The human factor with the potential to pose a risk or danger becomes more tangible through this component or rationalisation.

In practice, the justifications that the investigators learn from the perpetrators in the course of the investigations are of particular importance. They allow the hypotheses to be further developed, give clues to possible evidence and make it possible to read the offender(s) in terms of profiling.

Analysing the origin and effect of the three legs of the Fraud Triangle, it can be said that they are very closely interdependent. As mentioned at the beginning, fire requires several components. The same is true for a white-collar crime.

Circumstances overrule morals...

If these three conditions exist at the same time, the risk that an individual will be tempted to commit a white-collar crime increases to a maximum. As soon as one of the three legs breaks away, the act does not take place. Donald Davidson explained that an action does not take place until the individual has rationalised and justified it for himself. Without opportunity, an individual cannot follow their own motivation - even if the justification exists. Likewise, without motivation, no individual will come up with the idea of a justification - nor would this be possible without the driver of motivation. Likewise, without motivation, no one will look for useful opportunities.

Based on Donald Davidson's insights into the interdependence of the three drivers, concrete measures for practice can be derived. To ensure effective (fraud) risk management, it is necessary to focus on the elimination of at least one of the drivers. The ultimate goal should be to eliminate all drivers, which in practice requires a high investment of resources and is therefore illusory.

Nevertheless, it is important to consider these three drivers and their interdependence at different locations in the organisation and their processes and to initiate appropriate measures. One of the core elements remains the screening of third parties (individuals and legal entities) through background investigations. The risk of becoming a victim of a white-collar crime can never be completely eliminated, but active management of the drivers in the form of comprehensive (fraud) risk management can significantly reduce it. evenge,

The Fraud Triangle subsumes the feelings of revenge (primarily due to a lack of appreciation, confirmation and attention) in its various forms under the aspect of justification.

The justification is not always clear from the outset, neither for cybercriminals nor for real-world perpetrators. It often only establishes itself in the course of the crime. After crossing the magic border between legality and illegality, a justification for one's own actions - very often contrary to one's own values - is worked out.

For this reason, the motives and justifications can neither be kept razor-sharp apart in the real world nor in the virtual world.

EPISODES' REFLECTION

With the human success factor at the centre, motivation - as a driver of white-collar crime and non-compliance – becomes the relevant and thus essential adjusting screw that needs to be identified, understood and adjusted.

With the drivers as a basis, the manifestations and patterns are created to achieve the goal. The driving forces as outlined in these sections allow the perpetrators to be creative and no less innovative in pursuing their goal. Be it as a lone wolf or as a group.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

005 - White-collar crime: What it needs to become a violator for trust

Tue, 06 Apr 2021 06:00:00 +0100

Have you ever asked yourself what kind of tools could be helpful to prevent and identify fraudulent actions or non-compliant behaviour?

If so, in this episode you will receive a first tool in form of a hypothesis at hand which I highly appreciate and – after so many years into that business – I use on a daily basis. Sometimes even unconsciously.

I talk about the drivers of fraud and where these come from. It is definitively not a new art at all.

I am convinced that it is essential to understand the different fraud drives when you are overseeing processes, businesses and people.

Methodologies, tools and approaches support us and are part – or become part - of a wider framework in your organisation. And for yourself.

Companies that have been successful for decades often have a corporate governance that is truly (pre-)lived and based on

· ethical principles.

· and values of integrity.

The three drivers of fraud are based on Cresseys analysis and final hypothesis. He developed the method of the so-called "Fraud Triangle".

The hypothesis is based on three main sub-areas which we heard before:

Trusted person Trust creates access and thus opportunities.
Financial problem A motive that puts pressure on the individual
Own value system (own conduct) One's own truth and thus justification for the act

As already mentioned, this fraud triangle has been developed and refined over the years.

However, the simplicity of these three manifestations allows

· a quick and

· Reliable analysis

of possible offender profiles for hypothesis work, also under altered conditions, for example with new risks in the area of cybercrime.

Therefore I would like you to use the take-home assignment to practise the underlying hypothesis of fraud triangle

- Trusted person

- Financial problem

- Own value system

Pick one of the latest news and identify these three key drivers. You will immediately see the interconnections of the hypothesis.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

004 - How to improve the Risk Identifcation Process

Tue, 30 Mar 2021 06:00:00 +0100

Have you ever questioned your – personal or professional risk identification process?

If not, I will give some input how you could identify the three (or even more) key success factors of how to identify risks.

You are the one knowing your business and responsibilities best and are you also aware of your own blind spots?

The completeness of risks is key

I think there aren’t any business leaders and especially risk owners who wouldn’t agree on that. But how does it look like when it comes to daily business?

In my experience a completely different story and I see a huge variety of maturity level out in the field regarding the risk identification process.

For risk owners and business leaders there is a significant potential of upside if the risk identification process serves the business needs.

I am going to outline three specific areas to focus on when you are involved in the process of establishing, reviewing, challenging or approving a risk identification process:

1. Diversity

2. Communication

3. Risk-Intelligence

We all know there are many other areas too

but having learned that we as humans are not capable of taking up much more at a time, we keep it simply reduced to those three.

Starting with diversity I could imagine what kind of beliefs; stereotypes might already have come up while I was talking

Therefore – please let us expand diversity to much more than gender only!

The first question you could reflect on is:

What are the sources we use to identify potential risks for our business?

· Do we always use the same sources?

· How diverse are these?

· Did we change sources over the last time?

· How do we know that the sources used are still valid for our business

And here, please do not forget that when you change your business model, also your risk landscape should look different.

Meaning, when one source was great for the last 10 years, it does not mean that it is also helpful for the future.

The second questions is a more internal perspective to take on:

How are your communication and transportation paths within the firm regarding the task of identifying risks?

· How is the interaction in that process between BOARD – C-LEVEL -MANAGEMENT?

· How are the processes set up regarding TOP-DOWN and BOTTOM-UP streams?

· What are the criterias for those streams?

· What is the cultural mindset in the risk identification process?

· Is the defined process still “state of the art” or did it loose priority due to external (or internal) circumstances?

The third question wants to learn more about the collective risk intelligence:

What is the maturity level of risk-intelligence as an organisation?

To get a clear understanding it will be necessary that the term “risk-intelligence” is already implemented in an organisation.

As a starting point – and take-home assignment – I would like you to observe where you can identify sort of risk-intelligence within your organisation.

Please focus on the following three sources of risk intelligence

· Individual level

· Team level (Board, C-Level, Management, Project or Team)

· Speak-up Culture

With that focus I would like to motivate you to think about the following – for each of the mentioned three sources of risk-intelligence:

· What can you identify?

· What would you like to implement to change for better?

· What do you need from others to make it even more successful`?

Of course, you will find the three sources and also the focus questions in the show notes afterwards.

This exercise can also be used within your organisation, the team or project.

You will be amazed what kind of interesting discussions start from here.

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

003 - Is compliance in crises needed?

Tue, 23 Mar 2021 06:05:00 +0100

Is compliance in crises possible? That was the question I have received in Summer 2020 – in the middle of the pandemic.

The question itself made me think. Not the answer, which is cristal clear to me. By answering such a question there are more additional thoughts to be considered than just the isolated question.

All business leaders receive questions they would never have thought about. Until the moment they are asked. And then they suddenly realize: the mindsets are different so are the value systems.

And how can we now ensure that an organization is aware of these potential conflicting mindsets and values systems putting the code of conduct at risk?

Is compliance possible in the crisis? "Why not! Yes and more important than ever"

"Purpose driven Compliance" is indispensable even in times of crisis to protect assets (no matter which are important to you, you name it...)!

The still frowned upon "SPEAK UP" culture uncovers and protects.

Ask yourself and your organisation

How do these three key areas

- Prioritization

- Adaption

- Social control

work together to protect your assets?

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING:

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT:

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

002 - Why we are fraud risk factors

Tue, 23 Mar 2021 06:02:00 +0100

In todays episode we talk about how our own human behaviour becomes one of the key risk factors for fraud.

Understanding why we all are potential fraud risk factors by our human behaviour let us take the necessary measurements to avoid being harmed and to protect our assets.

By learning what the key success drivers of the human factors are an important awarness level is set. For those who want to take actions - easy implementation steps can be taken.

Understand the following elements:

Impact of pressure on human behaviour is underestimated
Corporate culture shapes behaviour with the tone at the top
Risk-Intelligence is on "sleep-modus" in most organisations

EPISODES' REFLECTION:

The following three – easy applicable – steps could be implemented without asking for large investment budgets. And it will already work towards awareness and prevention.

Analyse current situation:

What do we know about the topic

What are we doing

How actual are the information

Do we have the knowledge

What kind of goals are we setting ourselves?

What is the minimum target to be achieved by every leader (see example and case study) within our organisation and by when

What are the measurements to be taken?

What do WE need to implement by when?

Investment decision to be taken?

Who are the sponsors (we all know how important a sponsor is!

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING:

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT:

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

001 - A journey of corporate integrity

Tue, 23 Mar 2021 06:00:00 +0100

In todays episode we talk about the my individual journey where corporate integrity plays a key role since the early 90ies.

But more important, what you can expect from this podcast and how I would like to interact with you, with the actual topics and how we can all contribute.

Understanding the root causes is key. No matter whether we talk about individuals or organisations.

My why is part of this episode together with its relevance for Corporate Governance, Integrity, Ethical Leadership, Fraud, White-Collar crime, Cyber crime and Non-compliance.

KEY MESSAGES:

Connecting the dots of interdisciplinarity is needed
Joint forces and persistence will protect businesses
human behaviour plays the key role
Leadership faces more challenges than ever in the past
Prominent real cases like Greensill, Wirecard must be eye-openers

EPISODES' REFLECTION:

What am I (or are we as an organisation) doing to foster corporate integrity?

IMPORTANT LINKS AND MENTIONS

www.sonjastirnimann.com

www.structuul.com

www.corporateintegrityconcepts.com

THANK YOU FOR SHARING, SUBSCRIBING AND REVIEWING:

Thank you for joining me on this episode of THE HUMAN FACTOR – Corporate Integrity Matters.

If you enjoyed this episode, please share, subscribe and review on Apple Podcasts or Google Play Music so more people can enjoy the upcoming episodes.

Don’t forget to follow and connect with me on Linkedin and Instagram. I am looking forward meeting you there.

YOU ARE IMPORTANT:

Let me know what topic you would like to have on spot – via contact@structuul.ch

Further information about Corporate Integrity can be found on www.corporateintegrityconcepts.com

And if you are interested in becoming part of the amazing movement, join us on www.corporateintegrityacademy.com

Trailer

Sun, 21 Mar 2021 17:30:00 +0100

I am Sonja, Entrepreneur, Independent Board Member, Speaker, Author of the book "The Human factor in white-collar crime. AND: I am your host.

I live along the motto: Either I get involved properly or not at all. There is not path in between. And there is hardly any situation where I do not have skin in the game.

By the way, what only a few people know about me so far: I am a passionate, storm- and crisis-resilient offshore sailor. A deep love to the sea goes far back in our family’s history.

I deal with human behaviour in business, society and especially in individual crisis or exceptional situations on a daily level.

What often does not get enough attention is the key success factor of Corporate Integrity and Ethical Leadership. From non-compliance, to fraud, to white-collar crime to cybersecurity. It all starts with us.

Over the past 30 years, I have supported, mentored, and coached affected parties in internal and external investigations, audits and in their processes of implementing successful corporate cultures to protect their assets.

Being involved in some of the most highly sensitive economic crimes in national and international history is part of my story too.

Thousands of hours of investigative work, interviews with suspects, analysis of evidence and reporting characterise my experience in the field of forensic accounting, asset misappropriation, fraudulent financial statements, corruption, bribery, money laundering, investment fraud, tax evasion, data theft & leakages and many more patterns.

The weakest (and strongest) link is and remains the human being. THE HUMAN FACTOR.

My vision with this podcast is to foster corporate integrity and ethical leadership on a global level by providing insights, use cases, best practice approaches and lesson learned.

With my background as a swiss certified public accountant with an international Executive MBA in Financial Services and Insurance, as a Certified Fraud Examiner, a business mediator and executive coach, I combine the business and psychological aspects of the human behaviour.

Why do I share this knowledge, experience, and different perspectives with you?

Because I am convinced that raising awareness is the most effective preventive measure to protect individuals and organisations.

Let us take you on a journey into the world of corporate integrity, ethical leadership, white-collar crime, non-compliance, fraud, and cyber security and use the condensed knowledge in easily digestible doses to protect your company, your employees, your customers and especially yourself.

Interested in learning more? visit www.corporateintegrityconcepts.com or www.sonjastirnimann.com