Conflict of Interest Development Operations 
N2Growth Blog
OCTOBER 26, 2023
It’s the board’s prerogative to chart a strategic course, oversee the operational ambit, and instill a culture of accountability—morphing it into a cornerstone of organizational governance. It orchestrates the operational rhythm, supervises decision-making, and enforces accountability across the hierarchy.
Nathan Magnuson
NOVEMBER 17, 2014
It can seem like a conflict of interest. Think about it: when businesses aren’t making any money, corporate sponsorships, employee development programming and hiring all come to a standstill. It’s easy to be suspicious when we talk about altruism and profit in the same conversation. But can I point out the obvious?
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Ron Edmondson
MARCH 28, 2022
I have never seen a healthy board/organization relationship where board members got too much in the weeds of daily operations. Unhealthy personal interests. Conflicts of interest are always a problem, and most boards have “rules” against them. Boards need to remain focused on the vision. Decision paralysis.
Rajesh Setty
MARCH 19, 2013
WM: No business is an island, separate and independent from the society it operates in. For example: • Charles Schwab disrupted the brokerage industry in the 1970-80s using a business model driven by Principles of high ethics, no conflicts of interest, being trustworthy, and helping everyone become financially fit.
Harvard Business Review
OCTOBER 7, 2016
We all know that in a foreign culture, one of the most important skills to develop is the ability to translate, to learn to speak the new language — or at least master a few key phrases. You also need to learn to translate your behavior so you don’t end up making cultural faux pas. Do a cultural inventory.
Harvard Business Review
JUNE 2, 2014
If your company puts you in charge of developing a foreign market or a new line of business, your challenges are in many ways similar to those facing a startup. And it requires a constant vigilance to make sure that you don’t get into legal or ethical grey areas or lose sight of the company’s interests.
Harvard Business Review
SEPTEMBER 19, 2016
From a historical perspective, the idea that managers in organizations have a single, dominant duty — to achieve or maximize economic returns — is a striking development. In addition, 30 states have passed laws that explicitly authorize companies to consider the interests of parties other than shareholders.
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