To date, the business ethics movement has mainly concentrated on reaching the troops, not the generals. But the issue that will determine how well this movement succeeds in the opening decades of the new millennium is not how we drive ethics andcompliance programs down an organization, but how we integrate considerations of ethics and values up in an organization. We mustbroaden the present group of business ethics advocates by enlisting influential policymakers, opinion leaders, the media, boards ofdirectors, CEOs, investment bankers, (...) international economic experts, and others who comprise what we might call the International Club of Thinkers and Doers. The key to ethical health in the future is a process that will drive integrity-based leadership and governance to the top of our global business organizations, with a goal to achieving global and universal standards of fundamental ethical values. (shrink)

To achieve ethical corporate governance, directors' first priority must be to examine their own structure and operation. If theboard is vulnerable to charges of unethical conduct, it will have little credibility in its oversight role over the corporate culture of theorganization. An examination of a positive model of corporate governance in the mutual fund industry provides an effectiveillustration of several ways to add ethics to corporate governance: 1) legislation; 2) jawboning; 3) peer pressure; 4) regulation; 5) training and reflection. While (...) peer pressure and training are more effective than the others, all those methods taken together cannot solve every ethical lapse. Only individual board members, working together, can influence the conduct of the board and propel themselves and the organization towards a standard of continuing ethical excellence. (shrink)