Integrity and compliance

Setting up integrity infrastructure: value-oriented and compliant with the right rules

From ticking off to self-correcting ‘decent behaviour’

Companies and institutions perform better through value-oriented leadership and focus on purpose. Ongoing and structured attention to ethics and integrity in the boardroom is a prerequisite.  Organizations are more and more subject to an increasing number of compliance requirements. Violation is severely punished, fines and repair costs are high and the reputational damage is often permanent. The side effect of only complying with the formal rules might even take away focus off the creation of customer value.

Integrity and compliance particularly, are of great importance in the platform economy, especially when it comes to personal data. To feed the interaction with the business environment and to better respond to customer needs, data-sharing is necessary. Provided that integrity and compliance conditions are met, it is possible to share and individualize data. On data-rich market platforms, integrity and compliance determine the ‘license to operate’.

How do you develop an organizational culture with appropriate agreements, procedures, and processes in which checking off obligations becomes unnecessary? How do you set up an effective integrity infrastructure in which the aim is to do justice to all stakeholders involved? How do you make sure everyone is able to come to a correct assessment of how to act cleanly and carefully and also behave accordingly?

How do we proceed?

In our view, integrity and compliance are an integral part of (automated) processes on operational and management level. An important condition is that compliance with laws, regulations, and accountability requirements is not a burden, but offers extra protection for one’s own functioning and is therefore a valuable tool to be able to serve customers empathetically.

Our multidisciplinary approach means that we look at the existing situation and working methods, that we participate by walking along and thus map the perspective from all hierarchical layers.  We distinguish  three levels; the  personale level, the team level  and  the  organizational level. Together with the client, we achieve interpretations that form the basis for a multi-layer change approach.

Especially in case of integrity issues, the ‘tone at the top’ is of crucial importance. Moral leadership requires directors to reflect in depth on their own moral frameworks and specific knowledge about how integrity violations can be prevented and how to act if there appears to be undesirable behavior. In consultation with the client, we set the preconditions that aim to activate people to change themselves.

In this way, we help organizations to grow in a targeted and step-by-step manner from ‘good conduct’ (complying with all rules and accountability requirements) to ‘care’ (compliance is no longer a burden, but an integral part of the work processes) to ‘value creation’ (creating value through internalized sound action).

Can we help you?

We are happy to speak with you and exchange ideas about the existing situation in your organization and a tailor-made approach with which your company develops from ‘good conduct’ to ‘care’ to ‘value creation’. This is based on self-correcting ‘decent behaviour’.


Boardroom, Mediation

Associate Partner