This paper introduces the Trust Enablement™ approach to corporate governance, as a natural and harmonizing counterbalance to prevailing risk management practices.Recent attempts to restore confidence in capital markets have been based largely on risk management practices that place greater emphasis on protecting organizations from further erosion of trust than on establishing higher levels of trust and confidence. Efforts focused on proactively building trust yield better results than recent risk management reactions to mistrust.  A complementary, offensive trust and confidence-building strategy is therefore proposed as more effective for reducing director and officer liability exposures and enhancing business value than a prevailing defensive, risk management strategy.Comparative examples of current governance practices and proposed initiatives when mapped to the Trust Enablement™ model reveal a deficiency in trust and confidence-building governance mechanisms.  Trust Enablement™,...

This diagram was developed by Corporate Culture to explain how CR evolves within a business. Disparate – disparate stage a business is conducting a random mix of activities with no clear strategy or link to the business Silos – this is the phase of CR where the business is working in silos, for example the HR team may be looking at the diversity of the business, someone in facilities management maybe looking at recycling for the building, there may be someone with overall responsibility for CR activities (possible at Board level) but there is no overriding strategy Cross-cutting – this is the phase where the business starts to join up activities and cross cut their CR activity into an overriding strategy which different parts of the business talking to each other. There may be a CR steering Group, CR strategy and will probably be a person or team co-ordinating activities Fully-integrated – this is the phase where the CR activity is fully integrated into the business and decisions...

The Navigator is a CR map and is a resource designed by Corporate Culture. It aims to be a simple map of the CR world, a world which is constantly changing. There are various stages to the map, integration, embedding, involving and performing. It is a useful tool for CR Managers who wish to review their CR strategy.

This paper outlines a new generation of consumers, Generation C. Generation C demands more control of the products and services they buy than any other generation The term was originally coined by trendwatching.com An extract from Generation C. “In our new world, customers co-create products and services. For example, the Procter & Gamble Connect and Develop programme now produces more than 35% of the company’s innovations (P&G has launched more than 100 new products for which some aspect of development came from outside the company).Consumers can also create their own enterprises. Sony PlayStation2’s Noiseupthesuburbs.com invites the emerging generation of DIY music pioneers, from bedroom DJs to pirate radio and independent label founders, to make use of its music-making software.

Regardless of sector, size, structure or maturity, to be successful, organisations need to establish an appropriate management framework.  The EFQM Excellence Model was introduced at the beginning of 1992 as the framework for assessing organisations for the European Quality Award. It is now the most widely used organisational framework in Europe and it has become the basis for the majority of national and regional Quality Awards. The EFQM Excellence Model is a practical tool that can be used in a number of different ways:As a tool for Self-AssessmentAs a way to Benchmark with other organisationsAs a guide to identify areas for ImprovementAs the basis for a common Vocabulary and a way of thinkingAs a Structure for the organisation's management system The EFQM Excellence Model is a non-prescriptive framework based on 9 criteria. Five of these are 'Enablers' and four are 'Results'. The 'Enabler' criteria cover what an organisation does. The 'Results' criteria cover what an...