I’ve written about McKinsey at least twice in this new newsletter, but the removal of the firm’s managing partner by senior partners warrants one more observation.
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A federal judge ruled this week that when Citibank made a $900 million error in paying interest to holders of loans to Revlon, Inc.
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The Boeing 737 MAX crisis provided dramatic lessons for companies, but an amended lawsuit shows the apparent neglect of safety concerns at the board level.
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We are forced to ponder how an iconic company, one known for its strong culture and values, could have gone so wrong.
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The behavior of Exxon Mobil and other energy producers has been criticized for years for its denial of climate change and global warming—its own brand of fake news.
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Whenever a company faces a scandal based on serious misconduct, there is a search for the cause of the failure and for actions so the failure does not happen again.
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As the chaos of the first week of the year demonstrated, predictions can be easily disrupted, but I identify the ethics risks that should be upfront in corporate thinking.
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A report this week about a UPS driver who went on a racist rant and refused to deliver a package to a customer with a Latino surname got attention this week.
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The litany of scandals reminds us that every executive and board must reduce the frequency of misconduct and the damage to it does to the lives of real people.
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The Washington Post revealed that 27 of the largest companies in the U.S., many which increased their profits during the year, laid off some employees.
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Two articles caught my particular attention this week, both addressing online cheating where you would least expect it—in chess and cycling.
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The repressive measures China imposed has presented Western companies with an unexpected dilemma regarding possible slave labor in their own supply chains.
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In my view, the struggle over the deadline for the U.S. Census made it inevitable that field workers would falsify their reports.
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How companies responded to the killing of George Floyd and the Black Lives Matter movement during the summer and fall of 2020 showed that corporate values do differ.
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In my view, the San Francisco ordinance is a flawed law, but I understand the public frustration at the failure to control inequity between CEO and average worker pay.
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If the federal whistleblower program causes companies to act quickly and decisively on internal reports, that this a good thing.
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Even in the frenetic run-up to the U.S. election of 2020, the news regarding Goldman Sachs this week was electrifying.
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I dislike one-size-fits-all solutions as much as anyone, but I support these mandates as a forcing mechanism made necessary by a sizable minority.
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Volkswagen completed a three year “monitorship” designed to change the company’s ethical culture. But did it do enough to change the culture? Not nearly enough.
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eBay’s grotesque and unrelenting attacks on its critics were documented in extraordinary detail in a New York Times article yesterday.
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