Reputation

/Reputation

Mapping Water Risk
ARTICLE

By Kenneth Siegel

By |2017-01-15T20:43:16+00:00June 17th, 2015|Board Oversight & Governance, Ethisphere Magazine, Reputation, Risk Mitigation|

Imagine you’re at a meeting and the topic of risk arises. You would naturally expect data security, labor, or safety to be among the first topics to come to mind. While those are top priorities at Starwood Hotels & Resorts Worldwide, I’m finding it harder and harder to ignore a risk that is far more basic. Water.

The C-Suite Star of 2025
ARTICLE

By Sally Bernstein and Andrea Falcione

By |2017-01-15T20:43:17+00:00May 8th, 2015|Ethisphere Magazine, Reputation|

“When I get my MBA, I want to build a career as a Chief Compliance Officer (CCO).” Just imagine if that was one of the top ambitions of the best students at the world’s foremost MBA programs and business schools—not the CEO, not the VP of Marketing, not the Finance Director or the IT Leader, but the CCO.

Want to Enhance Your Companies Reputation?
ARTICLE

By Emeka N Nwankpah, JD, MBA, CCEP

By |2017-01-15T20:43:17+00:00May 8th, 2015|Code of Conduct, Corporate Culture, Ethisphere Magazine, Reputation|

You get it! This is what every company wants its consumers, customers, and other key stakeholders to say about it. You “get it”—you understand what they need, want, and value. The companies that last and thrive in a competitive marketplace are those who get it over and over again, year after year.

Who Is Responsible for Corporate Reputation?
ARTICLE

By Leslie Gaines-Ross

By |2017-01-15T20:43:18+00:00May 8th, 2015|Ethisphere Magazine, Reputation|

Fortune's Most Admired list was once the gold standard for corporate reputation. The much-anticipated list came out once a year and, for the longest time, the top 10 best companies rarely changed. As a former Marketing and Communications Director at Fortune, I can say that when we talked about strong corporate reputation, we discussed such things as which companies ran successful corporate advertising campaigns, what products they made, what services they rendered and, of course, how high stock prices rose in a given year.

Salvaging Reputation in Crisis
ARTICLE

By Bill Nielsen

By |2017-01-15T20:43:18+00:00May 8th, 2015|Ethisphere Magazine, Reputation|

So, let’s be clear up front: although the title of this article may sound promising, there is no easy formula for salvaging, repairing, or restoring a previously solid reputation in the aftermath of a negative event.

Building Trust in Business
ARTICLE

By Richard Edelman

By |2017-01-15T20:43:18+00:00May 8th, 2015|Ethisphere Magazine, Reputation|

The Great Recession of 2008-2009 had profound consequences for business and government alike. Long-established companies such as GM and AIG were forced into bankruptcy. Euro-zone nations were compelled to bail out member states including Greece and Portugal. But the most long-lasting effect of the near-catastrophe may well be the fundamental destruction of trust in institutions.

Reputation, Sustainability, or Both?
ARTICLE

By Harold Burson

By |2017-01-15T20:43:18+00:00May 8th, 2015|Ethisphere Magazine, Reputation|

Some of us believe the conduct of modern business in the Western world, especially the United States, has been positively influenced by an unwritten “social contract” that set forth public expectations from business in return for access to the public franchise that permits most kinds of business transactions.

How do You Measure Reputation?
ARTICLE

By |2017-01-15T20:43:18+00:00May 8th, 2015|Ethisphere Magazine, Reputation|

In a climate where true product differentiation is difficult, the regulatory landscape challenging, global partner ecosystems vulnerable, and the pressure to hire high-potential talent intense, a company’s reputation is increasingly recognized as a business asset that is central to maintaining and growing business value.

Commercial Impact of Reputation
ARTICLE

By Rob Jekielek and John Patterson

By |2017-01-15T20:43:18+00:00May 8th, 2015|Ethisphere Magazine, Reputation|

Corporate reputation matters—in good times and in bad. Looking back at the last nine years (the period since Reputation Institute’s first public release with Forbes), it is very clear that being one of the most reputable companies creates disproportionate financial value.

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