What struck me most about the Murdoch inquisition was the ebb and flow, not of conversation but of trust, within News International and News Corporation.
Of course that should be a necessary and reciprocal part of any business, but that’s only really possible when accompanied with information. And whilst trust may have been given and received freely within the organisation, information clearly wasn’t.
So is it appropriate for senior management to have blind trust in its employees?
Much of an organisation’s culture and value system comes from the top. It’s the heads that set the company’s moral compass and dictate what is and is not acceptable and expected behaviour. Leaders can only really lead effectively by example. And if their practice is to give blind trust then this will filter down the organisation and arguably focus line management on the output, and not necessarily the methodologies involved, or their associated ethical implications.
I guess it’s more myopic trust really, but it’s certainly a facet of many businesses’ management ethos and is one that is damaging, and in the current climate intolerable and unsustainable.
The basis of trust is information. And its dissemination should be shaped by ethically-sound codes of practice, which are shared, embedded and policed. Such codes should articulate the acceptable behaviours staff can employ to meet the business objectives. Enshrining the company’s stated values and ethics in codes and guidelines, sets the moral standard throughout the business.
But trust and information also need opportunity. Staff must have ample opportunity to discuss and raise issues regarding trust and ethics as a course of day-to-day business. The organisational culture must accommodate and encourage this if a truly trustworthy and trusted company is desired.
I’m not sure I believe blind trust really exists in the business environment. Wilful blindness on the other hand is a topic I’ve blogged about before http://ethicsandmarketing.blogspot.com/2011_01_01_archive.html.
So I guess for me the bottom line is if you think you’ve got an issue, trust your instincts and test your ethics.
Showing posts with label codes. Show all posts
Showing posts with label codes. Show all posts
Sunday, July 31, 2011
Saturday, January 8, 2011
Can innocent guilt exist?
As Newstalk’s George Hook rightly observed (26/11/2010) to talk about ethical business behaviour implies that there is unethical business behaviour - which of course there is. But is this ever excusable?
Of course a brand accused of any immoral wrongdoing would be quick to defend itself on some ground, but could one such ground be ignorance, or perhaps even innocence?
For the Conservative Party’s Children’s Taskforce, I interviewed a global food brand’s marketing director regarding its website’s inappropriate content for children, and he claimed to be unaware of the brand’s online activity. Admittedly, the bigger the brand the greater the challenge to be aware of all aspects of its marketing, but isn’t that one to which a senior manager must rise?
The much publicised Nike story of many years ago is a case in point: Senior managers at the time claimed to be unaware of the full extent of their suppliers’ questionable ethical behaviour. They quickly discovered that ignorance was not bliss, and that everything along the brand’s value and supply chains was applicable to, and impacted on, their business and their bottom line. Nike’s stated innocence of their suppliers’ guilt, at the time held little sway amongst consumers and it is a lesson well learnt by one of the world’s leading and most successful brands.
The role of marketing within an organisation means its tentacles should reach every aspect of the business. Where it may be difficult for its controller to be cognisant in detail, of all marketing-related activity, it is at least advisable to have best practices articulated, updated and embedded within the organisation.
Of course codes, contracts and committees can’t guarantee behaviour. But they at least show an intent, signal an expectation, and importantly layout an agenda for a pre-emptive discussion. All of which endorse a brand’s ethical position and clearly signpost that stance to partners, suppliers and stakeholders.
This blog’s wordcount is only the tip of the iceberg regarding this debate, but my ultimate conclusion is not so much that innocent guilt exists, but that guilty innocence is unacceptable and inadvisable for any marketer in this day and age.
Of course a brand accused of any immoral wrongdoing would be quick to defend itself on some ground, but could one such ground be ignorance, or perhaps even innocence?
For the Conservative Party’s Children’s Taskforce, I interviewed a global food brand’s marketing director regarding its website’s inappropriate content for children, and he claimed to be unaware of the brand’s online activity. Admittedly, the bigger the brand the greater the challenge to be aware of all aspects of its marketing, but isn’t that one to which a senior manager must rise?
The much publicised Nike story of many years ago is a case in point: Senior managers at the time claimed to be unaware of the full extent of their suppliers’ questionable ethical behaviour. They quickly discovered that ignorance was not bliss, and that everything along the brand’s value and supply chains was applicable to, and impacted on, their business and their bottom line. Nike’s stated innocence of their suppliers’ guilt, at the time held little sway amongst consumers and it is a lesson well learnt by one of the world’s leading and most successful brands.
The role of marketing within an organisation means its tentacles should reach every aspect of the business. Where it may be difficult for its controller to be cognisant in detail, of all marketing-related activity, it is at least advisable to have best practices articulated, updated and embedded within the organisation.
Of course codes, contracts and committees can’t guarantee behaviour. But they at least show an intent, signal an expectation, and importantly layout an agenda for a pre-emptive discussion. All of which endorse a brand’s ethical position and clearly signpost that stance to partners, suppliers and stakeholders.
This blog’s wordcount is only the tip of the iceberg regarding this debate, but my ultimate conclusion is not so much that innocent guilt exists, but that guilty innocence is unacceptable and inadvisable for any marketer in this day and age.
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