Creating the ideal organisational culture for corporate success – tempering empowerment with discipline
It is now widely recognised that problems with organisational culture were a major factor in the banking failures and corporate scandals of recent years. Regulation, or flaws in its design or supervision, also played a part. Compliance, for some, has become a dirty word and is associated with needless box ticking and can cause staff to feel over controlled, stifled, untrusted and not empowered. It can also set clear goals and boundaries can create a clear space in which people can work and feel empowered to use initiative and be creative and effective. Can freedom be obtained through control?
Chair: Professor Andrews D. Chambers
Speakers: Simon Constant-Glemas, VP corporate & UK country controller, Shell; Paul Green, head of risk and compliance, Unilever