دانلود مجله سازمان مجهز به هوش مصنوعی – بازنگری کسب و کار هاروارد

LATELY, THE NEWS has been filled with stories of embezzlement, bribery, and other kinds of corporate corruption. In a 2018 survey, PwC found that nearly half the 7,228 participating organizations had experienced economic crimes or fraud in the previous year—up from 30% in 2009. So it’s no exaggeration to say that white-collar crime is a growing problem. And it’s one that has considerable costs: It destroys shareholder value, drains management resources, and tarnishes brands, sometimes irredeemably. The same PwC survey also found that more than half the whitecollar criminals were “internal actors”—a phenomenon that Paul Healy and George Serafeim of Harvard Business School explore in “How to Scandal-Proof Your Company” (page 42). They argue that the cause isn’t weak regulations or compliance systems. At firms hit by scandals, they say, “a culture of making the numbers at all costs trumped any concerns about how the targets were being met.” The root of all this is leadership: “Senior executives at most companies that suffered highly publicized transgressions didn’t see these incidents as their personal responsibility to address or as evidence that something was fundamentally amiss in their organizations,” say Serafeim and Healy. While these leaders accepted the importance of compliance, they placed greater emphasis on beating competitors and wowing investors—a message that can foster a culture of wrongdoing. It shouldn’t come as a surprise, then, that the opposite is also true: The leaders who prioritize integrity themselves tend to run organizations that discourage winning at any cost and, in the process, cultivate higher employee engagement and more-profitable growth.