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For the first time, executives were held responsible for the misconduct of subordinates. But if organizations could show they made a serious, pro-active effort to prevent white-collar crime, it would mitigate a judgment against the company and lessen their liability. Large organizations responded by creating ethics officer positions, installing ethics hotlines and crafting codes of conduct. Eleven years after its inception, the carrot and stick combination of FSGO and director liability seemed to have worked. A 2000 study by the Society of Financial Service Professionals found that almost 90% of respondents reported that their companies have a written code of ethics and conduct. Almost a dozen years later, employees are not entering organizations firmly grounded in their values. A 2000 KPMG study showed that 76 % of employees have observed unlawful or unethical conduct on the job. The white hot economy of the late 1990s put profits ahead of people, putting those same people under tremendous pressure to do things they normally would not do to meet quarterly targets. Any miss in earnings per share, by even a penny, resulted in Wall Street's swift, sure punishment. Now, stories of accounting fraud and white collar crime have become prevalent. Fortune Magazine found that "In 1999 and 2000 the SEC demanded 96 restatements of earnings or other financial statements - more than the past 9 years combined." Companies spend years and millions of advertising dollars building brand image and loyalty. Years of solid performance and profits can be wiped out overnight with one TV expose. When people make mistakes of judgment, the cost to companies is staggering. Litigation, plunging share prices, and loss of market share directly affect the bottom line. There are unmeasured costs to damaged brand image and organizational good will. And there are human costs to morale and productivity - employees who lose heart as their company is dragged through the headlines. Up to this point, business ethics has been largely a legal issue because of the mandatory sentencing guidelines established in 1991 by the U.S. Sentencing Commission. Company codes of conduct are often written in "legalese" by the legal or internal audit department. Drafted only to protect the organization from potential vulnerability; they poorly cover everything from discrimination to sexual harassment, from overseas bribery to insider trading. Frequently, these codes of conduct are drafted without commitment from senior management or the involvement of those doing the work. This approach misses the opportunity to strengthen the company culture and reputation. While corporate codes of ethics provide an important and necessary framework for conduct, doing the right thing always comes down to the individual. The responsibility for organizational integrity must start with the organization's framework and end with individual accountability.
Federal legislation and organizational ethics statements act as the white lines on either side of the road, giving us freedom to drive fast within the boundaries. As all of the recent fraud and accounting scandals have shown, it isn't a faceless organization doing wrong, it is individuals within their organizations making mistakes in a misguided attempt to please their bosses and Wall Street. Today, many companies have learned that organizational integrity is more than following laws and regulations. They are evolving from reactive, post-scandal compliance programs to proactive, values-driven programs. "Today there is pressure put on people to meet targets, pressuring them into things they normally wouldn't do," "It takes courage and moral character to stand up to pressure. It takes ordinary people with good habits of character."