Principled

What you'll learn on this podcast episode

A code of conduct is your organization’s character and culture written down. It articulates who you are, what you believe, and why you are in business. It also provides a reference for all stakeholders. A reference into what your organization values, and how you live those values. But how do you design and implement a code that communicates effectively? What does “good” look like when it comes to codes of conduct? In this episode of the Principled Podcast, host Jen Uner speaks with Senior E&C Advisor Jim Walton about LRN’s new Code of Conduct Report, which presents a set of best practices in code design and implementation. Listen in as the two unpack the report’s insights from nearly 150 codes of conduct deployed by companies around the world—including codes from 3M, General Motors, and Imperial Brands.

 

Get a free copy of the 2022 LRN Code of Conduct Report today.

 

Featured guest: Jim Walton

Jim Walton is a member of LRN’s Ethics & Compliance Advisory Services Team – with over 25 years of professional experience in corporate, institutional and government settings, spanning the fields of ethics and compliance; environment, health and safety; and energy management.

Since 2002, Jim has been passionately dedicated to corporate ethics and compliance – designing, developing, implementing and enhancing constantly-evolving, comprehensive, best-in-class, global ethics and compliance programs. Jim has extensive experience in writing, producing and communicating codes of conduct and corporate policies; designing, managing and implementing ethics & compliance risk assessments; implementing anti-compliance and bribery initiatives; conducting third-party due diligence reviews; and helping managers at all levels become better ethical leaders.

Jim is a Certified Compliance and Ethics Professional.

  Featured Host: Jen Üner

Jen Uner is the Strategic Communications Director for LRN, where she captains programs for both internal and external audiences. She has an insatiable curiosity and an overdeveloped sense of right and wrong which she challenges each day through her study of ethics, compliance, and the value of values-based behavior in corporate governance. Prior to joining LRN, Jen led marketing communications for innovative technology companies operating in Europe and the US, and for media and marketplaces in California. She has won recognition for her work in brand development and experiential design, earned placements in leading news publications, and hosted a closing bell ceremony of the NASDAQ in honor of the California fashion industry as founder of the LA Fashion Awards. Jen holds a B.A. degree from Claremont McKenna College. 

 

What you'll learn in this podcast episode

Trust is foundational to business and society, so much so that the global public relations firm Edelman releases an extensive annual survey covering whom and what the public trusts. However, their 2022 Edelman Trust Barometer reveals a concerning insight: people are increasingly more inclined to distrust than trust. In this episode of the Principled Podcast, host Emily Miner explores key findings from the 2022 report, “A Cycle of Distrust,” with David M. Bersoff, Head of Global Thought Leadership Research at Edelman Data and Intelligence. Listen in as the two discuss what drives trust, why public trust in certain institutions is eroding, and how businesses can help rebuild trust moving forward.

 

Additional resources:

Get a copy of the 2022 Edelman Trust Barometer.

Read our blog post on takeaways from this year’s report.

 

Featured guest: David M. Bersoff, Ph.D.

David oversees Edelman Data & Intelligence’s (DxI) global Thought Leadership research including the annual Trust Barometer and Brand Trust studies. In this capacity, he is responsible for questionnaire development, leading all data analysis and insight gleaning activities, and developing new frameworks for understanding trust, credibility, and consumer-brand relationships.

Prior to joining Edelman DxI, Dr. Bersoff spent 18 years as a consumer insight and marketing strategy consultant at The Futures Company. In his last 5 years with the organization, he served as its Chief Insights Officer and was a member of its global board of directors.

Prior to entering the consulting world, David spent 12 years engaged in social science research at various Ivy League institutions, including 4 years as an assistant professor of social psychology and research methodology at the University of Pennsylvania.

  Featured Host: Emily Miner

Emily Miner is the Director of LRN’s Ethics & Compliance Advisory practice. She counsels executive leadership teams on how to actively shape and manage their ethical culture through deep quantitative and qualitative understanding and engagement. A skilled facilitator, Emily emphasizes co-creative, bottom-up, and data-driven approaches to foster ethical behavior and inform program strategy. Emily has led engagements with organizations in the healthcare, technology, manufacturing, energy, professional services, and education industries. Emily co-leads LRN’s ongoing flagship research on E&C program effectiveness and is a thought leader in the areas of organizational culture, leadership, and E&C program impact. Prior to joining LRN, Emily applied her behavioral science expertise in the environmental sustainability sector, working with non-profits and several New England municipalities; facilitated earth science research in academia; and contributed to drafting and advancing international climate policy goals. Emily has a Master of Public Administration in Environmental Science and Policy from Columbia University and graduated summa cum laude from the University of Florida with a degree in Anthropology.

What you'll learn in this podcast episode

Is trust the ultimate currency of stakeholder capitalism? If so, how can corporate leaders create a culture of trust inside and outside of their organizations? In the final episode of season 7 on the Principled Podcast, host Jen Uner talks about the role of values in building organizational trust—and frameworks to help you get there—with LRN Director of Advisory Services Emily Miner.

You can listen to the other season 7 episodes mentioned in this discussion here:

• How values inform decisions: Unpacking the role of the CECO
• Trust is at stake, and other insights from Edelman's 2022 Trust Barometer

You can access other materials mentioned in the discussion here:

• Aspen Ideas Fest panel discussion with Ellen McGirt
• Corteva case study
• LRN Benchmark of Ethical Culture

 

Featured guest: Emily Miner

Emily Miner is the Director of Advisory Services at LRN’s Ethics & Compliance Advisory practice. She counsels executive leadership teams on how to actively shape and manage their ethical culture through deep quantitative and qualitative understanding and engagement. A skilled facilitator, Emily emphasizes co-creative, bottom-up, and data-driven approaches to foster ethical behavior and inform program strategy. Emily has led engagements with organizations in the healthcare, technology, manufacturing, energy, professional services, and education industries. Emily co-leads LRN’s ongoing flagship research on E&C program effectiveness and is a thought leader in the areas of organizational culture, leadership, and E&C program impact. Prior to joining LRN, Emily applied her behavioral science expertise in the environmental sustainability sector, working with non-profits and several New England municipalities; facilitated earth science research in academia; and contributed to drafting and advancing international climate policy goals. Emily has a Master of Public Administration in Environmental Science and Policy from Columbia University and graduated summa cum laude from the University of Florida with a degree in Anthropology.

  Featured Host: Jen Üner

Jen Uner is the Strategic Communications Director for LRN, where she captains programs for both internal and external audiences. She has an insatiable curiosity and an overdeveloped sense of right and wrong which she challenges each day through her study of ethics, compliance, and the value of values-based behavior in corporate governance. Prior to joining LRN, Jen led marketing communications for innovative technology companies operating in Europe and the US, and for media and marketplaces in California. She has won recognition for her work in brand development and experiential design, earned placements in leading news publications, and hosted a closing bell ceremony of the NASDAQ in honor of the California fashion industry as founder of the LA Fashion Awards. Jen holds a B.A. degree from Claremont McKenna College. 

 

 

Principled Podcast Transcript

Intro: Welcome to the Principled Podcast, brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers.

Jen Uner: Is trust the ultimate currency of stakeholder capitalism. If so, how can corporate leaders create a culture of trust inside and outside of their organizations? Hello, and welcome to another episode of LRN's Principled Podcast. I'm your host, Jen Uner, strategic communications director at LRN, and today, I'm joined by my colleague, Emily Miner, director of advisory services. We're going to be talking about the role of values in building organizational trust and frameworks to help you get there. Emily, thanks for joining me today on the Principled Podcast, by the way, our final episode of this season seven.

Emily Miner: Yeah, thanks for having me, Jen. I'm happy to be here and honored to be rounding out an incredible season on the Principled Podcast.

Jen Uner: It has been a great season, and I think we're going to have an opportunity to touch on some of the folks that we've had on the podcast. To get us started though, recently at Aspen Ideas Fest, Fortune senior editor, Ellen McGirt, asked a great question of her panel. She said, "Is trust the ultimate currency of stakeholder capitalism?" It's how we started our conversation today. I of course will say yes, but recently, you spoke with David Bersoff, head of Global Thought Leadership Research at Edelman, and he worked on the Edelman Trust Barometer. You had a chance to speak with him earlier this season, and I'd love for you to recap for us some of the insights that stood out to you.

Emily Miner: Yeah. I think based on the 2022 Edelman Trust Barometer, which is a fantastic annual look at levels of trust in key societal institutions, business, government, media, I think that the 2022 Trust Barometer report would say that the answer to your question and to Ellen's question is yes, trust is the ultimate currency of stakeholder capitalism. In fact, what Edelman found in their research is that business is the only institution in our society that is trusted, and that's actually a first in the 20 plus years that they have been running this type of study.

Actually, for the second year in a row is business the most trusted institution. That was one of the takeaways from the Edelman Trust Barometer, and that David helped unpack when we spoke earlier this podcast season. Given that, if business is the only trusted institution for the second year running, it really underlines the question, what does this mean for leaders? How can they ensure that business remains trusted?

People are looking more and more to business to help solve or address the problems of the world because we don't trust government, because we don't trust media, because we don't trust NGOs. With that mantle of being the only trusted institution, a lot more is falling on business and specifically business leaders and the expectations for them are a lot higher. I think that that really ... That was a current through the Aspen Ideas Institute that you mentioned through the conversation that took place there.

Jen Uner: It really does put a lot of pressure on CEOs and leaders then. One of the stats that I thought was so interesting was how I think it was 60% of employees, they're basing their employment decisions now on the values of the companies that they're looking at and the positions that companies take around social issues, and of course they expect the company to have a position on a social issue, which I thinks it's a rather new thing. Would you say?

Emily Miner: Yeah. I don't know if it's new in the past few years because I do feel like this has been a trend that I've observed in the research maybe up to the past decade or a little bit less, but it certainly every year seems to get to ... It grows. I think, first, it was a healthy minority of the global workforce or of the workforce in the United States, and now it's tipping to be a majority of the workforce. You see some of this in demographic changes as millennials grow in the size of our workforce and now Gen Zers as they're entering the workforce and the expectations that those two generations have for their employers.

But it's certainly not a concept that millennials invented, but it does seem to be growing. Something that's interesting to me now where despite ... We're potentially heading toward a recession in the United States, and despite that, it's still very much an employee market out there. We're still in the midst of a great resignation, which is now really being more called a great reshuffling because it's not that people are dropping out of the workforce so much as they're leaving their jobs to find better jobs.

What some research has shown is that it's not so much that I can find another job that pays me better, but it's that people are no longer satisfied with the status quo and they're looking for opportunities where they can feel more values alignment, where there's more culture of inclusion and equity in the workplace, where they feel that their company is doing something that's contributing positively to the world.

Those are strong drivers of why people are jumping ship and looking elsewhere. It'll be interesting to see how that shapes the narrative and the importance of values and multi-stakeholder capitalism more generally as we continue to hopefully be coming out of the COVID pandemic and this great reshuffling in spite of some of the more negative trend lines with respect to our economy.

Jen Uner: Yeah. I was just going to bring that up. When you have a business environment that's marred by an economic downturn, that puts a lot of pressure. There's then the business financial pressure on decision-making and performance for the company. Then you layer on top of that some of the social and political challenges that are happening and this need to have a position, and can you have a position on everything? Which are the things that you need to prioritize?

I think often corporate leaders in ethics and compliance, our field, chief ethics and compliance officers, for example, the people listening here, they find themselves in a role of counselor to the C-suite as the company and as leader

What you'll learn in this podcast episode

It’s generally accepted that effective E&C programs are based on values as well as rules. But applying those values to real-life situations can be difficult. This has been particularly true during the pandemic, as organizations make hard decisions in many instances and chief ethics and compliance officers play a key role in guiding those efforts. How can values help CECOs sustain ethical performance—and even excel—in the face of such change and adversity? In this episode of LRN’s Principled Podcast, host Susan Divers talks with Scott Sullivan, Chief Integrity & Compliance Officer at Newmont Corporation, and Joe Henry, who just retired as US Compliance Officer at Braskem. Listen in as they discuss the difficult choices they faced in providing moral leadership in their organizations—how those choices were made, by whom, and what the examples say about the role of the CECO.

  Principled Podcast Show Notes

• [1:58] - Scott’s role as the CECO at Newmont Corporation, the challenges faced and how he applies his values.
• [4:50] - Ethics and compliance at the heart of Newmont’s decision making during the pandemic.
• [6:10] - Joe’s role at Braskin and the challenges he faced.
• [11:20] - The role of Joe’s values in influencing colleagues to change the decisions they made.
• [13:35] - The lessons learned from these tough experiences in the company.
• [16:12] - How both company’s ethical cultures emerged after the pandemic. 
• [19:50] - Other circumstances which strengthened the respective ethics and compliance cultures.
• [27:25] - The most important areas of focus for an ethics leader in resolving difficult questions.

Featured Guest: Joe Henry

Joe Henry was the US Compliance Officer for Braskem, a multi-national Chemicals and Plastics company headquartered in Sao Paulo, Brazil.  He led the Ethics, Compliance and Risk Management efforts for Braskem’s US operations including commercial, manufacturing, logistics, management and Innovation and Technology (R&D) functions. 

Prior to joining Braskem in January 2017, Joe was a Compliance Director at GSK, a global pharmaceutical company, and worked in various ethics and compliance roles since 2003.  Investigations oversight, Compliance Operations, Methodology development, process assessment and improvement, policy and procedure management and managing government oversight programs were some of the responsibilities he successfully fulfilled while at GSK.  Prior to his GSK Compliance roles, Joe worked at SmithKline Beecham as an Information Technology Project Director and with IBM Sales, Technical Support and Product Development. 

Joe earned a B.S. in Chemical Engineering from Carnegie-Mellon University and an MBA from Saint Joseph’s University.  He also earned his certification as a Leading Professional in Ethics and Compliance from the Ethics and Compliance Initiative (ECI).  Joe and his wife reside in Lewes, Delaware and he retiredg at the end of March 2022 to pursue personal interests, travel and enjoy more time with his 3 grown children and two grandchildren.  Joe continues to provide advisory and investigation services on an as-needed basis to Braskem’s US Compliance department.

 

Featured Guest: Scott E. Sullivan

Scott E. Sullivan is the Chief Integrity & Compliance Officer of Newmont Corporation, the world’s leading gold company. Newmont has approximately 15,000 employees and 15,000 contractors and has 12 operating mines and 2 non-operated JVs in 9 countries. Mr. Sullivan oversees, develops, implements and manages Newmont’s integrity and compliance program including ethics, anti-bribery, corporate investigations, and global trade compliance. Previously, Mr. Sullivan was the Chief Ethics & Compliance Officer of a global manufacturer of fluid motion and control products with approximately 17,000 employees operating in 55 countries. Mr. Sullivan has written and contributed numerous articles on compliance programs, anti-bribery/FCPA, export controls, economic sanctions and other ethics and compliance topics to a variety of publications. Mr. Sullivan is also a frequent local, national and international speaker, moderator and conference organizer on compliance, anti-bribery/FCPA, export controls and economic sanctions.

 

Featured Host: Susan Divers

Susan Divers is a senior advisor with LRN Corporation. In that capacity, Ms. Divers brings her 30+ years’ accomplishments and experience in the ethics and compliance area to LRN partners and colleagues. This expertise includes building state-of-the-art compliance programs infused with values, designing user-friendly means of engaging and informing employees, fostering an embedded culture of compliance and substantial subject matter expertise in anti-corruption, export controls, sanctions, and other key areas of compliance. Prior to joining LRN, Mrs. Divers served as AECOM’s Assistant General for Global Ethics & Compliance and Chief Ethics & Compliance Officer. Under her leadership, AECOM’s ethics and compliance program garnered six external awards in recognition of its effectiveness and Mrs. Divers’ thought leadership in the ethics field. In 2011, Mrs. Divers received the AECOM CEO Award of Excellence, which recognized her work in advancing the company’s ethics and compliance program. Mrs. Divers’ background includes more than thirty years’ experience practicing law in these areas. Before joining AECOM, she worked at SAIC and Lockheed Martin in the international compliance area. Prior to that, she was a partner with the DC office of Sonnenschein, Nath & Rosenthal. She also spent four years in London and is qualified as a Solicitor to the High Court of England and Wales, practicing in the international arena with the law firms of Theodore Goddard & Co. and Herbert Smith & Co. She also served as an attorney in the Office of the Legal Advisor at the Department of State and was a member of the U.S. delegation to the UN working on the first anti-corruption multilateral treaty initiative. Mrs. Divers is a member of the DC Bar and a graduate of Trinity College, Washington D.C. and of the National Law Center of George Washington University. In 2011, 2012, 2013 and 2014 Ethisphere Magazine listed her as one the “Attorneys Who Matter” in the ethics & compliance area. She is a member of the Advisory Boards of the Rutgers University Center for Ethical Behavior and served as a member of the Board of Directors for the Institute for Practical Training from 2005-2008. She resides in Northern Virginia and is a frequent speaker, writer and commentator on ethics and compliance topics. Mrs. Divers’ most recent publication is “Balancing Best Practices and Reality in Compliance,” published by Compliance Week in February 2015. In her spare time, she mentors veteran and university students and enjoys outdoor activities.

 

 

Principled Podcast Transcription

Intro: Welcome to the Principled Podcast brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers.

Susan Divers: Hello, it's generally accepted nowadays that ethics and compliance programs that are effective are based on values as well as rules, but applying those values to real life situations can be difficult. This was particularly true during the pandemic when organizations had to make hard decisions in many instances in unprecedented circumstances, and ethics and compliance officers frequently played a key role in guiding those efforts. How can values actually help ethics and compliance officers sustain ethical performance and even excel in the face of change and adversity?  

Well, hello and welcome to another episode of LRN's Principled Podcast. I'm your host, Susan Divers, director of thought leadership and best practices with LRN's advisory group. Today, I'm joined by two thoughtful ethics and compliance professionals, Scott Sullivan, the chief ethics and integrity officer at Newmont Corporation, and Joe Henry, who just retired as the US compliance officer at Braskem. We're going to be talking about the difficult choices they face in providing moral leadership in their organizations, how those choices were made, by whom and what the examples say about the role of the chief ethics and compliance officer. Scott, I'm going to start with you. Can you talk about your role as the CECO at Newmont and some of the hard choices you've faced and how you applied your values?

Scott Sullivan: Sure. And thank you, Susan. It's exciting to be part of this podcast and it's a subject I'm very passionate about. So while Joe will be tackling some specific examples, I thought it might be more beneficial to start with a bit on process and approach. So when your values are tested in trying times, this is when the rubber meets the road. So the least common denominator approach, or what is accepted, what is condoned, often becomes your culture. It's not the pronouncements and the platitudes, but rather what you do on the ground or in crunch time. So during COVID, which by the way is not yet over or gone, we faced numerous challenges like everyone else, our values of safety, responsibility and integrity were at the forefront of what we did and said every day. As our strategy rolled out, we had to consider the full spectrum of stakeholders from vulnerable indigenous communities in which we operate to suppliers who were dependent on us to our employees.   

In some cases in the early days of COVID, we even went into what's known as care and maintenance mode, which is basically shutting down except for essential services to protect the health and wellbeing of a variety of our stakeh

What you'll learn in this podcast episode

Good training is not quick to create. It takes time, effort, and years of instructional design experience. And too often, best-in-class training gets derailed by inadequate communications. An effective, attention-grabbing communications strategy is just as important as the quality of the learning itself. How can companies ensure that they’re designing training and communications that produce positive learning experiences and—ultimately—business outcomes? In this episode of LRN’s Principled Podcast Damien DeBarra, leader of Curriculum Design and Communications Strategy at LRN, and Tomaso Manca, learning director at LRN, discuss the importance of intentional curriculum design when developing corporate onboarding. Listen as the two talk about what best practices organizations should consider in their approach.

  Principled Podcast Show Notes

• [1:28] - What is meant by the idea of campaigns, not courses?
• [3:47] - Best practices for incentivizing learners.
• [6:11] - The benefits for learners.
• [7:31] - How does LRN approach this campaign-based strategy?
• [9:46] - Examples of ways to retain the attention of your audience.
• [11:54] - Tactics used by LRN to bring the idea of campaigns, not courses to life.
• [15:00] - Tips to ensure people don’t feel overwhelmed by your campaign.
• [17:30] - The LRN difference in this approach.
• [20:40] - Advice for people looking to implement this approach for the first time.

Featured Guest: 

Tomaso Manca has created exciting learning events for more than 20 years. As a Learning Director at LRN, he works with clients to create engaging learner experiences that support behavioral changes.  Before joining LRN, Tomaso spent more than six years as a Learning Manager at Interactive Services. Prior to that, he worked as Best Practices Global Learning Manager at Thomson Reuters, supporting the learning of their Sales Organization.  Tomaso holds an M.A. in Economics from Yale University.

 

 

 

Featured Host: 

Damien DeBarra brings more than 20 years’ experience to the instructional design and strategic workforce planning spaces.  As a Senior Advisory Learning Solutions Manager at LRN, he focuses on creating training solutions that ensure business buy-in and connect hiring practices to day-one learning roll-outs. In the last few years, Damien has helped organizations such as United Airlines, Sun Life Financial, SITEL, Astellas, MFS Investments, and SAP create 90-day action plans for their solutions and develop supporting communication strategies. He has worked with over 200 clients in areas ranging from retail to pharmaceuticals, call centers to nuclear plant manufacturing. Prior to LRN, Damien spent more than nine years as the Learning Solutions Director and Head of Instructional Design at Interactive Services. He has also worked as an instructional designer at NCALT, Electric Paper, and Epic. Damien received his BA from Maynooth University.

 

 

Principled Podcast Transcription

Intro: Welcome to the Principled Podcast. Brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers.

Damien DeBarra: Good training is not quick to create. It takes time, effort, and years of instructional design experience. Best in class training is too often ruined by inadequate or authoritarian style communications. An effective attention grabbing communication strategy is just as important as the quality of the learning itself. So, how can you ensure that you're designing training and communications that produce positive learning experiences and ultimately positive business outcomes? Hello, and welcome to another episode of LRN's Principled Podcast. I'm Damien DeBarra, the leader of curriculum design and communication strategies at LRN.

Tomaso Manca: And I'm Tomaso Manca, learning director at LRN. As co-host for this episode, we are going to be talking about the importance of intentional curriculum design when developing corporate onboarding, and what best practices to consider in your approach. All right, Damien, let's dive in. Something I've been hearing a lot at LRN is the idea of campaigns and not courses. What do we mean by that?

Damien DeBarra: So campaigns, not courses, it's taken from the name of a talk we did recently at the Learning Technologies Conference in the UK just a month or two ago. And it's reflective of a conversation, which we have a lot here at LRN, which you hear in production, in our delivery teams and in the advisory team where I work. And that is the... We often semi-jokingly refer to it as, "the tragedy." "The tragedy" is that, we see world class learning materials being delivered to the business with a sort of, "or else" style communication. So if you think about it like, the client comes to us and says, "look, it's really important for us to roll out this training initiative around..." For example, B E and I, we make them a world class e-learning course. We develop a brilliant interactive classroom version of that for those who can't do online.

We animate fully bespoke, beautiful videos. There's a whole plethora of support materials ready for the learners to help apply to the job. And the people who've partnered with us are really super psyched and can't wait for the business to get at this. But then the email goes out saying, "Hey, do this course by Friday, or else." It's devastating to your efforts, because as we sometimes like to joke a little bit, people who take online training, particularly online training, they're a little bit like people who ring call centers. And that is that they're already slightly irritated before they get to you. And if you do anything to give them an opportunity to opt out, to give them an opportunity to let that email slide down the inbox and just be ignored, they'll likely grasp it. And it's not because people don't want to learn on the job, it's simply that it's one email and another hundred inside of the day. They've probably got a job to do. They've already got training. They might be behind on... So any kind of blunt order to do a course really doesn't help. So instead, what we try and do is catch people's attentions and then incentivize them, or if you like, seduce them or draw them towards actually exploring those learning assets.

Tomaso Manca: Very interesting, Damien. Can you share the best practice for incentivizing learners?

Damien DeBarra: Sure. Well, we tend to do it slightly differently for... with each client, with each partner and differently for each communication strategy, depending on what's being taught or what needs to be learned. But there does seem to be an emerging best practice and it is nascent, it's really emerging, but that is the move away from what you might call the one and done training deployment towards a more campaign based approach. Campaigns, they're spread out over slightly longer periods of time. The amount of minutes a learner spends in their chair doing the training should be the same, or if even possible, less than whatever they did the previous year. But the campaign is spread out rather. And it's made up... The idea is use microburst trainings and snappy communications. Really engaging videos, try and keep them under one minute, two minutes, maximum. Job aids with exploratory questions to help you focus, and then whatever the medium, whatever the channel, we try and focus on using simple repeated messaging across a period of time in multiple channels. 

And if possible, we try and get that messaging going through the business, not just from an actor, as aware in a voiceover, but rather from real people within the organization. So real people within that business, diverse voices and if possible local leaders. So it brings a degree of authenticity to it, but again, back to that idea of, we need to catch people's attention. So whatever communication it is you're sending out around your training launch, it really needs to get people's attention. It has to stand out from the other 99 emails that you might have received that day. The response we want is, we want people to see a headline in an email and go, "oh, what's that?" And click to open it. And it's... It is about drawing people in and avoiding the language you normally associate around training. The very instructional designer language, the very people and culture departments. So human resources department's language, moving away from all that language around learning and trying to make it sound and feel not like training but more like a marketing campaign for something really cool. That's going to make you better at your job.

Tomaso Manca: So we're talking about using language that draws the learner in, within a campaign based strategy. What are the benefits for our learners?

Damien DeBarra: Well, there's a number of them, as we said, the first one is to try and take the sting out of being asked to do training when you've already got a multiple... a long series of tasks to do in your day. So as we said, we know people, a lot of people... if we give them an opportunity to leave that email alone, they will. Also... I alluded to this a couple of months ago, that language of instructional design we're all kind of used to hearing, "by the end of this course, you will be able to..." Whilst that has its place, if we can use a different kind of tone and approach, what you might call a more magazine style of writing, it's much more human. It's much more relatable. And it benefits the learner because, basically we want to try and increase and drive engagement.   

So it's about trying to

What you'll learn in this podcast episode

According to LRN’s 2022 E&C Program Effectiveness Report, 56% of the respondents said that integrating major program elements into a mobile app was a high priority for them this year. But what does a “good” mobile solution look like? And how can you ensure it strikes the right balance of meeting compliance needs while creating an engaging—and helpful—user experience? In this episode of LRN’s Principled Podcast, Carolyn Grace, content writer and podcast co-producer, discusses E&C mobile solutions with María Fernanda Castañeda Zavala, the ethics and compliance manager at Hershey. Listen in as they explore how Hershey leveraged a mobile app to enhance the components, capabilities, and overall brand of their E&C program.

  Featured Guest: 

María Fernanda Castañeda Zavala serves as the Ethics and Compliance Manager for The Hershey Company. She is responsible for driving the ethics and compliance program effectiveness and awareness across the company. She leads the implementation of training, communications & outreach, policy lifecycle management, monitoring, case management, and co-leads Hershey's Ambassador program.

Prior to joining Hershey, she was Ethics and Compliance Analytics Program Manager at Nokia, where she led initiatives to collect, analyze and visualize data to test compliance controls, enabling data-driven decisions to drive continuous program improvements. She holds a Master of Business Administration degree from Montclair State University, New Jersey, and an Accounting bachelor's degree from Escuela Bancaria y Comercial, Mexico. She is a Certified Compliance and Ethics Professional-International (CCEP-I) and a Certified Business Analyst.

 

 

Featured Host: Carolyn Grace

Carolyn Grace is a content writer on LRN's global marketing team and co-producer of the Principled Podcast. She specializes in writing compelling stories about ethics and compliance that resonate across business segments, industries, and personas while hitting critical KPIs for traffic and engagement. Topics she frequently covers include ESG, data privacy and protection, DEI, the role of boards of directors and leadership, corporate training and e-learning, and ethical corporate culture.

Prior to joining LRN, Carolyn was a writer and content strategist at Thinkso Creative, a boutique creative agency in New York City. At Thinkso, she wrote internal and external communications for clients in technology, nonprofit, law, logistics, and financial services sectors. Before that, Carolyn conducted trend research and cultural strategy at Horizon Media, specializing in entertainment, travel, media and technology, health and wellness, and food and beverage categories. Carolyn graduated magna cum laude from the University of Pennsylvania with a B.A. in American History and French Studies and a minor in Journalism.

 

 

Principled Podcast Transcription

Intro: Welcome to the Principled Podcast brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change-makers.

Carolyn Grace: If you want your ethics and compliance program to meet your employees where they are, you need to take mobile seriously. And most E&C professionals know that. In fact, 56% of the respondents to LRN's 2022 E&C Program Effectiveness Report said that integrating major program elements into a mobile app was a high priority for them this year. But what does a good mobile solution even look like, and how can you ensure it strikes the right balance of meeting compliance needs while creating an engaging and helpful user experience?

Hello, and welcome to another episode of LRN's Principled Podcast. I'm your host, Carolyn Grace, content writer and co-producer of the podcast at LRN. Today. I'm joined by María Fernanda Castañeda Zavala, the ethics and compliance manager at Hershey. We're going to be talking about how Hershey leveraged a mobile app to enhance the components, capabilities, and overall brand of their E&C program. Fernanda is a real expert in this space with a background focused on compliance analytics and monitoring. Fernanda, thanks for coming on the Principled Podcast.

María Fernanda Castañeda Zavala: Thank you for having me, Carolyn. I'm glad to be here talking about our journey and our ethics and compliance program.

Carolyn Grace: I've really been looking forward to this conversation with you as I've been hearing nothing but success stories coming out of Hershey's mobile E&C solution. For those who aren't as familiar with your story, can you start by sharing what Hershey's ethics and compliance program was like before the app came along? What were the challenges or opportunities you wanted to address at the time?

María Fernanda Castañeda Zavala: Certainly Caroline. Well, at Hershey, we are a purpose driven organization and our ethics and compliance program is designed to promote an organizational culture that encourages ethical behaviors and lives our shared values of togetherness making a difference, excellence, and of course, integrity. Our program overall is guided by a suit of carefully crafted policies and processes developed to keep us competitive, prepared and resilient. Back in 2020 and motivated by the 2020 DOJ compliance guidance, one of our priorities in the program was to understand how our colleagues were interacting with our set of policies, our code of conduct and general information that we were putting together around our program. Our goal was to be able to measure our program effectiveness. So various data points to identifying trends, patterns, KPIs, or potential gaps.

At that point, we used to have our policy library on the internet and had the limitation that we weren't able to get any insights on the number of views or searches in the code or our policies. We were looking to streamline the process to providing training, access to our concern line, that's the way we call in Hershey, our helpline, our code of conduct and overall, the policy information. That is when we thought about having all in one place that could allow us to have metrics and provide all resources in a consolidated way. We were conscious that we wanted to do it in a way that allow our colleagues to get our information in easy to access way and ideally, on the go. We know that a good part of our workforce is not in front of a computer the whole time. And we're looking to ensure they have the support needed at their fingertips, an easy way to ask for help when required. That is when we realized a mobile app with the correct capabilities would allow us to achieve this goal. And we did our research and start working toward this objective.

Carolyn Grace: That makes a ton of sense. I think, especially hearing you talk about the ease of access and being on the go, we are in a 21st century workforce. There's no surprise there that many people are away from desktops and laptops and using their mobile devices. So your logic behind building this program into a mobile app makes a ton of sense. So let's talk about the mobile solution itself. What did you ultimately build into your E&C app and what was your reasoning behind choosing those particular elements to achieve the objectives that you were just talking about?

María Fernanda Castañeda Zavala: Perfect, yes. So as I said, we wanted to monitor our effectiveness. So our goal was to have one stop shop for ethics and compliance needs. That is why we focused on some elements that were core to our program and we wanted to make sure all of them were included in our app. Those elements are our code of conduct, our policy library, our reference guide library, or job aid library. We needed to have a direct access to our concern line and either access to our learning management system to allow our colleagues to complete their trainings on ethics and compliance, or any training overall throughout the app. And we also wanted to have a direct access to our monitoring processes, like for example, disclose a conflict or any of the processes that we have in place in the program.

We were able to design an app that is user friendly, easy to navigate and where employees can find the content in their local language. That was also an important inclusion aspect that we wanted to ensure in the app. As an example, the code of conduct is organized by section. So the end user is able to go directly to the area of interest or search on any specific content. Let's say, if I am looking to understand the company's stand on retaliation, I can go to the specific area or search by the term and the app will provide me all the resources available around that topic. Our user interface is set up in English, but the end user can select the language they want to see the content in. So we have that flexibility built in, in the app. For example, if a colleague based in Mexico will like to see all the content in Spanish, they are able to do so, selecting their preferred language and the content in the language is automatically showed.

For us, it was important to include languages, to empower all employees to have the and compliance information in their fingertips. The app also helped us to consolidate in one place, all monitoring processes, as I said, that we have in place. Our colleagues don't need to look around in the internet or different portals to find where to disclose a potential conflict, where to declare some hospitality or any of our processes. They can get into the app and find the proper links there.

The app is also a way to facilitate access to our LMS. Our colleagues can complete their trainings from their mobile phones or tablets. These greatly benefits emplo

What you'll learn in this podcast episode

Over the last 20 years, codes of conduct have undergone an evolution. Originally written as textbook-sized rulebooks, codes now seek to be visually engaging, readable, and useful guides to employees to help them do the right thing. And rather than covering all manner of what you can and cannot do, today’s codes aim to illustrate values-based principles of what you should and should not do. But these changes are no small task. How can organizations ensure they are designing and implementing their codes to deliver effective and meaningful change? In this episode of LRN’s Principled Podcast, Senior E&C Advisor Jim Walton talks about code reinvention with Carmen Jandacek, the Director of Ethics and Total Rewards at Arizona Public Service (). Listen in as the two discuss how APS reinvented their code of conduct to better reflect their organization’s culture, values, and employee experiences.

 

Principled Podcast Show Notes

• [2:02] - Carmen shares about her career background and getting into the ethics and compliance space.
• [4:07] - What is Arizona Public Service (APS)?
• [5:20] - The key drivers which led APS to undertake reinventing their code of conduct.
• [7:40] - The process of updating APS’s existing code.
• [10:11] - How was the code rewrite accepted among stakeholders?
• [12:10] - How did the reworked code turn out in the end?
• [13:35] - Carmen’s advice for other ethics and compliance teams who are thinking about updating their own codes.

  Featured Guest: Carmen Jandacek

Carmen has worked for Arizona Public Service (APS) since 1996 and is currently the Director of the Ethics Office, Total Rewards, Health Services, HR Operations & Technology.

Carmen is the Founder and President of the APS LGBT Alliance, an employee network group, a board director of the Better Business Bureau serving the Pacific Southwest, board member of one•n•ten a local nonprofit and a member on the Greater Phoenix Chamber of Commerce Diversity & Inclusion committee. Carmen has an undergraduate degree in management, and she earned her MBA from the University of Phoenix in 1999. 

Carmen is an avid health enthusiast and believes the key to leadership success is a healthy mind and body.  She has participated in many biking, running and triathlon races and is an Ironman Arizona finisher.

 

Featured Host: Jim Walton

Jim Walton is a member of LRN’s Ethics & Compliance Advisory Services Team – with over 25 years of professional experience in corporate, institutional and government settings, spanning the fields of ethics and compliance; environment, health and safety; and energy management.

Since 2002, Jim has been passionately dedicated to corporate ethics and compliance – designing, developing, implementing and enhancing constantly-evolving, comprehensive, best-in-class, global ethics and compliance programs. Jim has extensive experience in writing, producing and communicating codes of conduct and corporate policies; designing, managing and implementing ethics & compliance risk assessments; implementing anti-compliance and bribery initiatives; conducting third party due diligence reviews; and helping managers at all levels become better ethical leaders.

Jim is a Certified Compliance and Ethics Professional.

 

Principled Podcast Transcription

Intro: Welcome to the Principled Podcast, brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace changemakers.

Jim Walton: Over the last 20 years, codes of conduct have undergone an evolution. Originally written as textbook-sized rule books, codes now seek to be visually engaging, readable, and useful guides to employees to help them do the right thing. Codes have also shifted their organizational priorities. Rather than covering all manner of what you can and cannot do, today's codes aim to illustrate values-based principles of what you should and should not do. But these changes are no small task; How can organizations ensure they are designing and implementing their codes to deliver effective and meaningful change?

Hello, and welcome to another episode of LRN's Principled Podcast. I'm your host, Jim Walton, Senior Ethics and Compliance Advisor at LRN. Today I'm joined by Carmen Jandacek, the Director of Ethics and Total Rewards at Arizona Public Service. We're going to be talking about how APS reinvented their code of conduct to better reflect their organization's culture, values, and employee experiences. Carmen has dedicated more than 26 years of her career to shaping the culture, ethics, and compliance at APS, and has real insight into how the company has evolved as a result of its new code of conduct. Carmen, thanks for joining us on the Principled Podcast.

Carmen Jandacek: Thanks. I'm just delighted to be here today.

Jim Walton: Wonderful. Just to start out, maybe you could tell us a little bit about yourself and how you came into the ethics and compliance field. I'm always fascinated at the journeys that we've all taken to get here.

Carmen Jandacek: Absolutely, and mine was absolutely not the traditional way of coming out of college and then going into an ethics and compliance career field. I came to work for APS in 1996, and I spent the first 15 years of my career there on the human resources team. At that point in time, I was really ready for a change. I spent really primarily my time in the space of total rewards, compensation and benefits, and I wanted to look at some other areas where I could expand my career also.

An opening came up in our ethics office, and I immediately fell in love with the work. In ethics, you have such an opportunity to not only reinforce and build ethical culture, but the ability to really be the voice of employees and the ethical coach for leaders. It's a really unique role that I have purview and sight to our entire organization, so I can identify trends or issues in one area of the organization and use that as a preventative opportunity and strategy to counsel and coach the rest of the organization. So from my perspective, ethics and compliance work is rich, it's never dull, and it's highly underrated. I think ethics and compliance organizations are the backstop to good governance at any organization.

Jim Walton: That's great. I couldn't agree more, and I think your unique background is really a wonderful add to the ethics and compliance community. It's always fascinating to me to see kind of the multifunctional, and the variety and diversity of backgrounds of ethics and compliance professionals, and it only adds to our effectiveness. So, thanks so much for that. I wondered if you could also just set the stage a little bit by giving us a little bit of background about Arizona Public Service, for those who might not know much about your company.

Carmen Jandacek: Sure. At APS, we are a subsidiary of Pinnacle West Capital Corporation. We have roughly 6,000 employees, and we serve 11 of the state's 15 counties. We're headquartered in Phoenix, but we are serving primarily the entire state of Arizona. In fact, more than 1.3 million homes and businesses are served by us, and we've made some very bold commitments. We're committed to providing a hundred percent clean, carbon-free electricity to customers by 2050, and we are well on our journey to doing so. We are 50% clean energy today. We also run Palo Verde Generating Station, the nation's largest clean energy producer that is west of Phoenix, and that's really the foundation of our future of carbon-free energy.

Jim Walton: Well, that's all very exciting. I know a big part of the commitments that APS is making were instrumental in wanting to rewrite and redesign your code of conduct, and we like to talk about reinventing a code of conduct. So, what were the key drivers that led you and the company to want to undertake this project?

Carmen Jandacek: Absolutely. It's been an interesting journey because I also was involved in rewriting the code that we had prior to this code rewrite. We were coming off of a code that was based on policy and procedure, that was framed in policy and procedure, and we had a couple key moments that really culminated in the work that we decided to do. First, we just went through a CEO change. In the CEO change, the CEO, Jeff Goldner, launched a significant culture change throughout the organization. So we wanted to make sure that all of what we were presenting in our code of ethical conduct embodied what that culture change was.

Part of the culture change was all about being customer-centric focus, and I fully believe that in order to really deliver on the customer experience, you have to deliver on the employee experience. So, providing frictionless delivery and service, and providing information in a way that is easy for our employees to utilize. So really what we were doing is, from a company perspective, building from the customer backwards to make sure they had a great experience, and I wanted to do the same thing from the code, making our employees with basically the customer of our product kind of front and center.

We also, as I just talked about, embarked on the bold new energy commitment to be a hundred percent clean by 2050, and that is really the backbone of the strong purpose that we have, and that needed to be really woven through all of the different documents and all of the different components of the code of ethical conduct. So all of that came together and culminated in us realizing that our current code was not going to help us bring those things to life, it was not going to allow us to bring and

What you'll learn in this podcast episode

With increasing demands from institutional investors, employees, consumers, and shareholders around ESG priorities, how are company boards assuring that they are shaping business strategy to be responsive to these expectations? In this episode of the Principled Podcast, Dr. Marsha Ershaghi Hames, partner at Tapestry Networks, explores the role of boards in bringing a strategic mindset to advancing ESG issues with Virginia Addicott, former president and CEO of FedEx Custom Critical and board member of both CDW Corporation and Element Fleet Management. Listen in as the two discuss how the board’s own diversity can humanize the elements of creating sustainable corporate cultures and creating meaningful organizational change.

 

Featured Guest: Virginia Addicott

Virginia Addicott recently retired as president and CEO of FedEx Custom Critical®, a leading North American expedited freight carrier located in Green, Ohio. Virginia joined FedEx Custom Critical in 1986 and quickly worked her way up the ranks, holding director positions in various departments where she placed a strong focus on organizational culture, customer satisfaction and developing people. In each role, Virginia used technology to improve productivity. By streamlining processes she has improved efficiency and enhanced communication capabilities to move the company forward. 

Virginia has been recognized for her leadership both at work and in the community. In recent years she has been inducted into the Northeastern Ohio Business Hall of Fame (2013), received the Women of Power Award from the Akron Urban League (2013), and also received the Leadership Excellence Award from the National Diversity Council (2014). She has also been named to the Inside Business Power 100 list for the past six years (2011-2016) and the Crain’s Cleveland Business Power 150 (2014). She was also named honorary chair for the 2015 Bridgestone Invitational Tournament, the first-ever woman to be named honorary chairperson for the tournament. 

Virginia earned a Bachelor of Science degree (‘85) and an EMBA (‘95) from Kent State University. In 2013 she was appointed by Ohio Governor John Kasich to the Kent State Board of Trustees. She is past chair of The Boys and Girls Club of the Western Reserve and past chair of the Greater Akron Chamber of Commerce. She also serves on a number of other boards, including Akron Children’s Hospital, the Akron Community Foundation and FIRST (For Inspiration and Recognition of Science and Technology).

 

Featured Host: Marsha Ershaghi Hames

Marsha is a partner with Tapestry Networks and a leader of our corporate governance practice. She advises non-executive directors, C-suite executives, and in-house counsel on issues related to governance, culture transformation, board leadership, and stakeholder engagement.

Prior to joining Tapestry, Marsha was a managing director of strategy and development at LRN, Inc. a global governance, risk and compliance firm. She specialized in the alignment of leaders and organizations for effective corporate governance and organizational culture transformation. Her view is that compliance is no longer merely a legal matter but a strategic and reputational priority. 

Marsha has been interviewed and cited by the media including CNBC, CNN, Ethisphere, HR Magazine, Compliance Week, The FCPA Report, Entrepreneur.com, Chief Learning Officer, ATD Talent & Development, Corporate Counsel Magazine, the Society of Corporate Compliance and Ethics and more. She hosted the “PRINCIPLED” Podcast, profiling the stories of some of the top transformational leaders in business.

Marsha serves as an expert fellow on USC’s Neely Center for Ethical Leadership and Decision Making and on the advisory boards of LMH Strategies, Inc. an integrative supply chain advisory firm and Compliance.ai, a regulatory change management firm.

Marsha holds an Ed.D. and MA from Pepperdine University. Her research was on the role of ethical leadership as an enabler of organizational culture change. Her BA is from the University of Southern California. She is a certified compliance and ethics professional.

 

Principled Podcast Transcription

Intro: Welcome to the Principled Podcast brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace changemakers.

Dr. Marsha Ershaghi Hames: With increasing demands from institutional investors, employees, consumers, shareholders around ESG priorities, how are corporate boards ensuring that their companies are assessing, measuring, and shaping business strategy to be responsive to these expectations?

Hello, and welcome to another episode of LRN's Principled Podcast. I'm your guest host, Dr. Marsha Ershaghi Hames, a partner at Tapestry Networks. Today, I'm joined by Virginia Addicott, the former president and CEO of FedEx Custom Critical. Virginia serves on the board of CDW Corporation and Element Fleet Management. We're going to be talking about the critical role of boards in shaping ethical corporate culture and why board diversity is essential to creating meaningful organizational change.

Virginia is a real expert in the space, having carved out an impressive career in operations and innovation in logistics at a time when relatively few women were in the industry. Virginia joined FedEx Custom Critical in 1986 and quickly worked her way up the ranks holding director positions in various departments where she placed a strong focus on organizational culture, customer satisfaction, and developing people.

Virginia has been inducted into the Northeastern Ohio Business Hall of Fame. She's received the Women of Power Award from the Akron Urban League and received the Leadership Excellence Award from the National Diversity Council. Virginia, thank you for coming on the Principled Podcast.

Virginia Addicott: Well, thank you very much for having me. It's a pleasure to be here. Thank you.

Dr. Marsha Ershaghi Hames: So let's get started from the top. You had such an accomplished career. You retired as president and CEO at FedEx Custom Critical before turning to a distinguished career of service on both corporate and nonprofit boards. Maybe to start, just share a little bit more about your journey and how these experiences have helped shape and prepare you for the lens of oversight and board service.

Virginia Addicott: Yes, Absolutely. As you have mentioned, I had a really terrific career at the FedEx corporation leading the FedEx Custom Critical organization. I was with the organization for a little over 33 years. Unbelievable in this day and age I think. But I really did have a terrific career because I started out in the ranks and moved my way up quite quickly. I think really starting out really... I'll say doing the doing, having your hands dirty, and really in the operations really did shape and prepare me for ascending to the role of president and CEO because I really understood how the organization worked, how the people worked together.

And through that 33 years, one of the biggest things that I did see was that culture is everything to an organization and how you treat your employees with fairness and dignity and making sure they know that they're valued in their work really makes the difference in how you can execute a strategy. And I love strategy, but without having a really engaged workforce, it's very difficult to take any strategy and put it into play.

Dr. Marsha Ershaghi Hames: As you came through this, I would say, observation of the importance of the intersection of not just the execution, but the how we get there, there were relatively few examples of female leaders in your industry. A lot of how we look at the lens of decisions can be informed by our own personal and professional experiences. Tell us a little bit more about how your experience of perhaps being the first woman or the only woman in a room shaped how you took your next steps in your career and maybe some of the lessons that you're carrying forward into the boardroom.

Virginia Addicott: Well, definitely when I began my career back in the '80s, the later '80s and 90s, you're right, there weren't that many women in the leadership levels of our industry and the transportation industry. And of course today, much different story to that. But one of the things that it was absolutely apparent to me is the whole need for diversity around a table, because one of the things that I witnessed was that when you have the same types of people all sitting around a table and they've had maybe similar backgrounds, similar experiences, et cetera, they come to the table with similar viewpoints.

When you start bringing people to the table who have had diverse background, experience, you really do start to get a whole new possibility of how you'll take something forward, how you'll shape your strategy, how you'll handle and work with those people who are working with you and for you. So I really do think that the opportunity to be that person who was maybe the only or one of very few gave me the context as to how that feels and how important it is to have the diversity, but also how to embrace and engage and work with people who come from many different types of backgrounds.

Dr. Marsha Ershaghi Hames: So I think embrace is a great characterization here because it starts with the willingness to be open and inclusive of ideas or points of view that may differ from your own. I've certainly been in dozens of conversations now with corporate directors that continue to reveal this pressing need for boards to really improve their understanding of diversity, e

What you'll learn in this podcast episode

As the business world makes an overdue shift from shareholder to stakeholder capitalism, is it possible that we will see an erosion of innovation? How does a company’s purpose impact its success? In this episode of the Principled Podcast, LRN Chief Advisory Officer Ty Francis MBE talks about how corporate purpose and stakeholder capitalism fuel innovation with Mark R. Hatch, CEO of clean energy startup SiLi-ion, Inc., an instigator of the maker movement with the founding of TechShop, author of The Maker Movement Manifesto and The Maker Revolution, and researcher on the influence of “organizational purpose” on innovation and business transformation at Pepperdine University. Mark has dedicated his career to educating the business community on innovation and advanced manufacturing and has spoken at the White House on these topics. Listen in as the two discuss what it means to help people—and companies—around the world do the right thing.

 

Featured Guest: Mark Hatch

Mark R. Hatch is an advanced manufacturing entrepreneur, writer, and sought-after speaker and advisor on innovation, the maker movement, digital strategy, and advanced manufacturing. He has held executive positions for innovation, disruptive technology, entrepreneurship, and intrapreneurship in various industry sectors.

Mark is the CEO of clean energy startup SiLi-ion, Inc. and an advisor to Studio MFG, an advanced spatial-web innovation consulting and manufacturing design firm. Mark has dedicated his career to educating the business community on innovation and advanced manufacturing and has spoken about these topics to various audiences—including the White House, TEDx, Global Fortune 500 firms, and Harvard University. He has appeared on prominent media outlets such as ABC, CBS, NBC, Bloomberg, CNN, and Fox, and has been quoted in Bloomberg Business, FastCompany, Forbes, The New York Times, The Wall Street Journal, The LA Times, and The San Francisco Chronicle among other publications.

An avid researcher on the influence of “organizational purpose” on innovation and business transformation, Mark is working on his DBA at Pepperdine University and is a faculty member for digital innovation and strategy at Pepperdine's Graziado School of Business. He is also an entrepreneur in residence at UC Berkeley. Mark holds an MBA from the Drucker Center at Claremont Graduate University and a BA in economics from UCI.

 

Featured Host: Ty Francis

Ty Francis MBE is a Welsh-American business development, operations executive, and subject matter expert in Corporate Governance, Ethics, Compliance and Culture and is currently LRN’s Head of Advisory Services, and a member of the Executive Team as a Special Advisor to the CEO. 

Ty has utilized his expansive network of industry experts and thought leaders to help companies enhance corporate character, culture, D&I and transparency and has launched E&C programs and forums in the US, UK, France, Hong Kong, Japan, Brazil, Singapore, Brazil and the Middle East. He spent over a decade in New York City where he was EVP of Global Programs at the Ethisphere Institute and prior to that led the Corporate Board member business at the New York Stock Exchange’s Governance Services division. 

In 2019, he was awarded an Honorary Doctorate in Business by the UK’s Solent University for his outstanding contribution in the field of corporate governance and international trade. In 2017, Ty was appointed a Member of the Most Excellent Order of the British Empire (MBE), by Queen Elizabeth II, in recognition of services to business. 

Ty also studied at Stanford’s Rock Centre for Corporate Governance and Oxford University’s Said Business School and is a Certified Compliance & Ethics Professional (CCEP). 

 

Principled Podcast Transcription

Intro: Welcome to the Principled Podcast, brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders, and workplace change makers.

Ty Francis: As the business world makes an overdue shift from shareholder to stakeholder capitalism, is it possible that we'll see an erosion of innovation? How does a company's purpose impact its success?

Hello, and welcome to another episode of LRN's Principled Podcast. I'm your host, Ty Francis, Chief Advisory Officer LRN. Today I'm joined by Mark Hatch, an accomplished entrepreneur, advanced manufacturing expert, and sought after speaker on topics of innovation, disruptive technology, and the future of work. Mark holds an MBA from the Drucker Center at Claremont Graduate University. And is presently pursuing a DBA, a doctor of business administration, from Pepperdine University.

We are going to be talking today about corporate purpose, stakeholder capitalism, and what it means to help people, and companies around the world do the right thing. After several successful decades in business, Mark is now researching the influence of organizational purpose on innovation and business transformation at Pepperdine, while simultaneously serving as CEO of the clean energy startup, SiLi-ion, amongst other things.

Mark Hatch, thanks for joining me on the Principled Podcast.

Mark Hatch: Thank you very much, Ty. It's great to be here.

Ty Francis: Okay so, for those of us saying to ourselves, "Where have I heard this name before," please tell us a little bit about your professional history.

Now, we know you as the founder of TechShop, and an instigator in the maker movement. What else? Oh, yes, you've spoken at White House about advanced manufacturing, and at the Clinton Global Initiative, something my wife [inaudible 00:01:58] was actually involved in during her time at Swiss Re.

Mark Hatch:   Oh, how fun.

Ty Francis: Yeah, she was at Swiss Re for about 10 years and worked very closely with President Clinton. So, that's a name, it's all too familiar in my household. But I also know you're involved in the Singularity University, which sounds very Star Trekky, which is an interesting side note, especially since we're talking about purpose today.

So, I've given an overview, but can you give us a little bit more about your backstory Mark?

Mark Hatch:   Oh, hit a couple high points. I'm a former green beret, so I was in the army for three years coming out of high school, which was quite entertaining. And then, I started my first company, an interactive multimedia company back in '80s. One of the things I've discovered that I'm really good at is jumping into something way too early. And then, getting beaten up for years and years until it becomes the obvious next thing.

The interesting thing about that interactive media though, was that John McAfee of McAfee Antivirus was one of my first investors. I actually got to know John before he became infamous, I guess. I spent a little bit of time at Avery Dennison, a big package goods company. A little bit of time at Kinkos, where I launched the e-commerce portion for Kinkos. And pulled T1 lines around the United States to wire them all up. Spent a little bit of time doing a health benefits ASP and so forth. But most people, if they know who I am at all, is from the maker movement days wrote a couple books in it, and spent a lot of time traipsing around the globe trying to get people to make things again.

Ty Francis: Well, I want to touch a couple of those things. So now, you aren't the average professor, as we've just heard, because you've got some real bites to your bark. Within what you just told me, I did read that you raised over $20 million and turned TechShop into that leading brand in the maker movement, growing it from 1 to 12 locations. And more impressively membership and revenue 20X in five years. I got that right, 20X?

Mark Hatch: 20, yeah. As long as you start from a very small base, it's really easy to hit those high numbers.

Ty Francis: I think you and I have got a different definition of the word easy. 

If that wasn't impressive enough, you also grew that $200 million business at Kinkos by 18%. But I think more impressive than that, and someone who runs a P and L you cut costs by 15 million in a single year.

Mark Hatch: In a single year, yeah.

Ty Francis: That is both impressive. And I get, your students get a kick out of all that experience. We had a pre-conversation before. And I mentioned that I'm lucky enough to know Sir Richard Branson. And he told me years ago how he went into a bookshop, and pulled a bunch of books off the library that were about business. I think the first 20 he counted, none of the authors had actually been in business, or run a business, and were anecdotal at best.

Looking at what you've done and what you've succeeded, how has that happened? And how has that paradigm shifted to you now?

Mark Hatch: One, I do actually tend to live in the future. It's a bad habit. I've got a very, very clear view of what I believe is going to happen. And I clearly did not take my desert training in the Special Forces very well, where they beat into your head, never mistake a clear view for a short distance. It will kill you.

So, I saw interactive multimedia early. I saw dot com early. I've seen many of these things. What I managed to do with TechShop was raise funds, and grow the base quickly enough so that we actually survive for a solid 10 years.

But what I do is innovation. My entire career has been on the edge between in a research and development, or the most recent trends, and then commercializing them, turning them into something that a consumer can understand, and acquire.

Ty Francis: So, I am seeing a Star Trek theme in all of this, by th

What you'll learn in this podcast episode

The world of data privacy and protection continues to evolve at a rapid pace. From the growing number of US states adopting privacy laws to the growing list of rulings under GDPR, the EU’s General Data Protection Regulation, it’s a lot to keep track of. What can organizations do better to adapt to these regulatory shifts and adopt a greater culture of privacy? In this episode of LRN’s Principled Podcast, host Aitken Thompson talks with Andrew Lachman, the head of legal and data protection officer at Contentstack, about data privacy and protection and how to create a privacy culture in the modern workplace. 

 

Learn how you can get involved in today’s conversations around data privacy and protection with these organizations mentioned: 

• The International Association of Privacy Professionals (IAPP) 
• Future of Privacy Forum 
• TechGC 

 

Featured Guest: Andrew Lachman

Andrew Lachman has nearly 19 years of experience in privacy space, having founded the privacy practices committee at Move.com and co-founding the Congressional Tech Staff Association while Legislative Director for Congressman Ted Lieu who represents most of the Silicon Beach area. He is currently Head of Legal and Data Protection Officer for Contentstack after running his own firm for a number of years working with startups and growing companies. Andrew is a co-founder and chair of the LA County Bar Association's Privacy and Cybersecurity Section, a member of TechGC, the California Lawyers Association Privacy Section and has been a member of the International Association of Privacy Professionals since 2007 when he received is Certified Information Privacy Professional certification. 

 

Featured Host: Aitken Thompson

After starting his legal career at Kirkland & Ellis, Aitken became interested in the then-nascent field of educational technology.  He left law firm life and co-founded Thompson Educational Consultants and, subsequently, Taskstream, LLC.  Taskstream quickly became a leading company in assessment and accreditation for higher education. Aitken served as Chief Operating Officer, leading the legal, human resources and finance functions of the business. Beginning in 2016, Taskstream underwent a rapid expansion, merging with five other ed-tech companies in a span on 18 months and, in the process, becoming Watermark, LLC, and creating the “Educational Information System” category of ed-tech.  During this period, Aitken’s legal and HR focus expanded to encompass private equity investment and the transition between primary sponsors, cultural and process integration amongst the various merged entities, and the management and harmonization of legacy client and vendor contracts. 

 

Principled Podcast Transcription

Intro: Welcome to the Principled Podcast brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers.

Aitken Thompson: The world of data, privacy and protection continues to evolve at a rapid pace, from the growing number of U.S. States adopting privacy laws, to the growing list of rulings under the EU General Data Protection Regulation, it's a lot to keep track of, and that doesn't even include following your own company's data privacy policies. What can organizations do better to adopt to these regulatory shifts and adopt a greater culture of privacy?

Hello, and welcome to another episode of LRN's Principled Podcast. I'm your host, Aitken Thompson, Chief Legal Officer at LRN. And today I'm joined by Andrew Lachman, the head of legal and data protection at Contentstack. We're going to be talking about data privacy and protection and how to create a privacy culture in the modern workplace. Andrew's a real expert in this space. He's been working on the topic of data privacy his entire career, consults on public policy, and his actively leading conversations about this with GCs and Tech. Andrew Lachman, thanks for joining me on the Principled Podcast.

Andrew Lachman: Oh, thank you. It's my pleasure to be here with you and with LRN.

Aitken Thompson: Your legal career in Tech goes back to the earliest days of internet technology. You've been on the front lines of data, privacy and protection for more than 20 years. We often talk at LRN about an ethical culture in the workplace, but you also talk about privacy culture. What does privacy culture mean?

Andrew Lachman: Privacy culture means making privacy decisions for the benefit of your customers as a part of the operation of your company and ingraining that in your culture. It's a difference between for instance, what you see companies like Apple do, where they have really made privacy and privacy by design and everything else that they do a part of the company and understanding that maintaining that customer trust is important. There's a lot of allure out there in data, but it also presents a very big target for hackers and for abuse, as we've seen with some of the headlines that have come out recently, and a lot of the decisions that have come out of the European Union about technology such as Google Analytics, for instance, and a variety of others.

Aitken Thompson: Well, you touched on it right there and the regulatory environment or topic is what privacy is constantly evolving and changing on a month to month basis, it would seem. So thinking about privacy culture as an attribute to ethic culture is worthwhile. So how can we best prepare the company's leaders, product developers, business analysts, et cetera, to keep privacy in mind on a day-to-day, moment to moment basis?

Andrew Lachman: Well, I think first of all, it's important to always review with leadership and everyone what the cost is of not engaging in a culture of privacy. It can affect the trust in your company, it can do reputational damage. It can do financial damage. If you think about it, GDPR, we're starting to see out of a number of jurisdictions, some very large fines. It can be as much as 20 million Euro. It can be as much as 4% of your gross revenue, if they're able to establish especially after repeated engagement, that there's no longer a good faith effort to try to comply with the law. So there's the financial damage, there's the operational damage in terms of the morale of the company. So, there's a lot of reason. And then, of course, there's dealing with investors. And if investors don't have faith and dealing with also activists investors, if you're a public company, that kind of damage can take up a lot of resource as well. So I think that's the number one thing to do is review what the cost is.

And then the second thing you can do is empower these various leaders to understand your analysis and how you look at things and what the benefits are. And I think the third is doing a real financial analysis and asking yourself, not just financial but also a data analysis. Everyone wants to hold on to data because it could be useful at some point, but with GDPR and CCPRA in California and other laws around the world, Brazil as well, even Philippines, China just passed laws as well. You can only hold the data for the purpose in which you collect it, and you can't hold onto it forever. You can only hold onto it in an identifiable fashion for the period in which you're empowered to use it in relation to the service being provided. That is, if you don't do that, then you expose yourself to investigations and audits. And those all take a lot of time and resources as well that could be spent on building your customer base.

And so when you do that analysis, you can really look at it and say, okay, well, is this particular data we're collecting, we want to collect? What is the actual use? Is it related to the purpose in which we collect it? Recently, the French Authority said that you can't even use data to improve products that aren't related to the original product that the data was collected from. So you really have to ask yourself, "why am I using this data? Why do I need it? Is it related? And is there other ways in which we can collect or separate out this data without building profiles or things that would run a foul of various regulatory authorities?" So you've got things like pseudonymization, where instead of throwing together a bunch of data on an individual in one place, you can separate it out into different places and use a token that can't be directly linked without some sort of exceptional effort to the various pieces of data. And that can also, at a very low cost and a low operational impact, protect the company.

Aitken Thompson: Got you. And so I can understand since I'm a GC, and I understand the balance between business goals and these privacy other concerns, I worry about that. I think about that. How do I get people sort of the rank file people, the product developer, the marketing department, to keep this in front of mind from a logistical or education standpoint, or however you want to take that question.

Andrew Lachman: So GDPR requires that you have to do annual privacy trainings. And of course, companies will generally speaking to privacy training. It's like on a broad level sometimes and say, "Hey, this is personal data." What you're really better off doing is breaking down and doing sub trainings as well. And talking with your sales team, your marketing team, and your product teams to have them understand. And by the way, also your engineering and technology teams to make sure that each of them understand how this applies to them. So you're making them partners