Character Counts, Just Not So Much at Nike: Ben Roethlisberger’s Fumble
The Week in Ethics
Character Counts, Just Not So Much at Nike: Ben Roethlisberger’s Fumble
Update April 21, 2010: The NFL announced it is suspending Roethlisberger for six games as a result of violating its “personal conduct policy.” Steelers President Art Rooney hedged on answering whether the team was shopping the quarterback. Will Nike continue to stand behind bad behavior? Nike’s ads have long captured winning athletes and sports “heroes” […]
read more »Mine Safety and Don Blankenship’s Leadership Lessons
Update, December 7, 2011: Alpha Natural Resources, which purchased Massey Energy earlier this year, settled with the federal government December 6, 2011, agreeing to pay $209 million in penalties (civil, criminal, and restitution) to avoid Alpha’s facing criminal charges for the explosion 20 months ago in Massey’s Upper Big Branch Mine that killed 29 miners. […]
read more »The Hidden Costs in Excessive Executive Compensation
The recently released Wall Street Journal’s CEO Pay Survey, the New York Times Executive Pay tables and other headlines about CEO pay increases found in proxy statements brought home again how the extreme imbalance of CEO pay compared to their employees’ can undermine a corporate culture, especially where values like trust, loyalty, and fairness matter. […]
read more »Lehman Brothers’ Perfect Storm: Where Ethical Lapses Met Bad Judgment
Update: September 9, 2013: Five years ago this month Lehman Brothers collapsed. The New York Times reports today about the SEC’s several- year investigation, internal disputes over whether evidence against Lehman was strong enough to bring charges, and why they haven’t. Update August 26, 2011: Former CEO Richard Fuld and 12 other Lehman executives and […]
read more »Toyota and the Ethics of Greed
U.S. Sen. Jay Rockefeller, D-WV, said this week that he had once worked hard to have Toyota locate an engine plant in his state because he knew it was a company built on the philosophy of quality first. “If they designed and built the safest and most reliable cars possible, then sales and profits would […]
read more »Toyota’s Focus on Process not People
There is a saying “you get what you focus on.” Jim Lentz, the president of Toyota Motor Sales U.S.A., said yesterday in the House Energy and Commerce Committee hearings that “We lost sight of our customers.” Toyota documents from July 2009 released this week by a Congressional committee include an internal memo citing company success […]
read more »Reputation and Image at Toyota
Toyota’s challenges of the past several months are more than just a case study of what not to do if you want to avoid a crisis. How events have unfolded actually speak to the nature of corporate reputation, what is perceived, what is real, and how both get managed. There is a distinction between image […]
read more »Five Ways Toyota Can Take the Road Back to Trust
Update: March 19, 2014: U.S Attorney General Eric Holder announced a $1.2 billion criminal penalty is imposed on Toyota for “hiding safety defects from the public,” concluding a four-year investigation of Toyota’s handling of its unintended acceleration issue. Trust and reputation decline in proportion to how big the gap is between cultivated corporate image and […]
read more »Why Sundance Films Matter
http://www.youtube.com/watch?v=4KRD8e20fBo Jim Clark, founder of Netscape, is an example of social responsibility at its most effective in his financial backing of a 2009 award-winning Sundance Film Festival movie, “The Cove,” shown in theatres last summer and released in DVD last month. The film about the secret annual slaughter of 23,000 dolphins in Taiji, Japan created […]
read more »The Two Faces of Corporate Responsibility: Haiti and Bonuses
The best and worst examples of how corporate responsibility connects with reality are colliding with each other, building and destroying credibility simultaneously. The outpouring of U.S. corporate money to Haiti, $43 M in the first 72 hours and more than $83 M two days ago demonstrates a sense of corporate responsibility that is fundamental to […]
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