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      Ethics and Ethic Officers

      by | Apr 8, 2007 | Management Consulting

      Ethics and Ethics Officers

      As it is well known, translating ethics into a tangible, real-life situation may open the doors for substantial squirming room for interpretation. Hence it is rational to assume that a point of contact will enable individual business entities to create an environment that translates into uniform and consistent application of business morals, ethics, and the consequent ambiguities.

      The benefit of creating such a position may be twofold: the initial implication is that the particular stakeholders insist on volunteer efforts to implement common moral standards and reduce possible legal liabilities that otherwise exist.

      Additionally, there may be some unintended consequences that may be positive, such as volunteer implementation of procedures that enable the participation of minorities, prevent abuse, encourage accurate reporting as well as create the first line of defense for those that would be otherwise without a voice. Yet, Ethic Officers may also induce some negative impacts in terms of internal conflicts, negative public relations, discouraged team work and weakened employee unity.

      Ultimately, it is a question of trial and error to achieve the most effective way to enhance the Ethic Officer’s ability to prevent negative, immoral acts and practices but not interfere with team building and employee unity efforts.

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      Fractional Chief Operating Officer – Fractional Chief Marketing Officer – Operations and Marketing Executive with deep management experience driving stakeholder value in large and small corporations, rapid growth industries, and distressed / turnaround organizations. Strategic leader with 25+ years of remote and on-location operations management and marketing experience. Adept at problem-solving at every level while reducing cost via knowledge management and QA to achieve organizational coherence and increase profitability.

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