Donna Boehme – Ethikos – January 2011
As the case builds for the senior-level “standalone” chief ethics and compliance ofﬁcer (CECO), you can’t blame the CECO in the small- to medium-sized company for feeling like the last kid on the playground to be picked in kickball.
Certainly the majority of large multinationals seem to have gotten the memo, and lately more of them are creating CECO roles with true positioning, empowerment, and direct access to the Board.
But what about companies with fewer employees and limited resources, which typically pass out multiple hats to ofﬁcers and senior managers? In organizations where the CECO is also the general counsel (GC) and corporate secretary, or a vice president for ﬁnance reporting to the CFO, does this mean that the role will be marginalized—destined for failure?
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