David Lim’s Post

Interesting insights of note, on the timely issue of corporate social advocacy (CSA)... Many thanks to these researchers and to The Arthur W. Page Center for Integrity in Public Communication for bringing this topic forward.

I am currently taking a few days off and which place is better for a compliance lawyer to relax than Finland. In discussions about which countries rank high on the list of compliance top performers, Finland is mentioned regularly. When you ask, why that is so, the different style of corporate culture is often given as a reason. And indeed, Finland and Germany have quite different corporate cultures. Finnish companies are often known for their flat hierarchies, open communication and participative decision-making, while German companies are often more hierarchically structured and place a stronger emphasis on formal processes and rules. Is this really the key to understanding this Finnish phenomenon? What do you think? Are hierarchical organizations a hotbed of non-compliance? Please share your personal view in the comments!

A big red flag for me is a lot of internal comms around open door policies, speak up cultures, and ethical slogans. I know that seems weird. And to state the obvious, the biggest red flag would be a company bragging about how *not* ethical they are. Yikes! What I mean is nuanced, so thankfully I got the space to share my thoughts in Corporate Compliance Insights, where I write about: 🪖 How my Army service impacted my perspective on organizational cultures 📚 What the research on “ethical communications” says about how effective those comms are (thanks Susan Frank Divers for your excellent Ethena blog post on this!) 💪What you can do to build real, enduring speak up cultures My spicy take invites pushback so please let me know what you think I got wrong (or right!).

In today's business landscape, maintaining integrity and ethical standards has become a strategic imperative. Building a culture of integrity requires defining core values, leading with transparency, embedding ethics throughout operations, empowering employees, and continuously evolving to meet changing expectations. Importantly, it means aligning your messaging - internal and external - to your brand's core values and ensuring you are truthful, consistent, and ethical in all of your communications. Learn more about why integrity is a vital component of modern public relations and marketing on our blog: https://buff.ly/3yTP6X1 #IntegrityMatters #EthicalPR

What are the core values of your business? And do you communicate them? For us at Breathe PR, one of our core values is slowing down, taking a strategic approach to our client work and remembering to breathe when deadlines or demands get tight. We enjoy working with clients who have similar values to us. For example, brands that do their bit for the environment and not-for-profits or businesses that give back to the community. Knowing your core values and then communicating them both internally and externally is a key step to allowing audiences to connect at a deeper level with your products and/ or services.

Back, bigger and better for round 2! Mark your calendars for Western Sydney’s Culture for Keepers. On August 27th, join us for an insightful discussion on people strategy and industrial relations. Our expert panel are ready to provide valuable insights that I know you will want to take back to your teams. Don’t miss out on this opportunity to network and learn from the best in the field. Need to know more? Comment or send me a DM for full event details. #CultureforKeepers #HRevent #WesternSydney #IRLaw #PeopleStrategy

ALB GC Conversations: Churl Kim / 김철홍, McDonald's Korea Churl Kim / 김철홍, general counsel of McDonald's Korea, talks about what creating a "healthy" legal team means, why being part of projects from the start is vital for balancing risk and innovation, and how mastering the "Golden Hour" approach helps navigate complex crises. "I aspire to build a 'healthy' team where people feel valued and value each other, are transparent with and help each other, are fulfilled and engaged, and show high morale and productivity. My conviction is that a healthy team will be more likely to fully tap into the gifts/knowledge/experience found within the group than one that isn’t," Kim told ALB. 🔗Read the full conversation: https://lnkd.in/gikqYgWs EDITOR'S NOTE: If you're a general counsel based in Asia who'd like to be featured in this series, please email ranajit.dam@tr.com.

Watch me open Pandora's Box with this post, and let's have an open conversation about a complex issue. I am very proud to announce that BlackBean - Industrial Marketing is now certified by the Canadian Aboriginal & Minority Supplier Council (CAMSC). I recently discussed corporate DEI policies with my friend and former client, Michael McIntyre. We both agreed that the best person for the job should be chosen, not "just because" of minority status. Some people (not Michael) think that DEI policies are bullshit and that the best person for the job should be hired. I fully agree. I also know firsthand that minorities don't often get a chance to prove that they are the best person for the job. In fact, according to a study published in the Harvard Business Review, applicants with "white-sounding" names received 50% more callbacks for interviews than identical resumes with "African-American-sounding" names. This is not about being given opportunities "just because." It is about being given a seat at the table and having the chance to prove our expertise and the value that we bring to companies that might otherwise never have known we existed. Some might argue that the best person for the job should be hired, period. I say give us visibility and let the best man (ahem, woman) win. I'll grab popcorn for the comments section. 🍿 Aaron Cruikshank 🏳️🌈 #MinoritySupplier #WomanOwned #Procurement

🌟 ACC Singapore Member Profiling 🌟   David Sullivan is President of ACC Singapore and Legal Director, APAC for WPP   ⭕ How long have you been a member of ACC and how did you originally get involved? I joined ACC Australia in 2010 after attending an in-house counsel day. I joined ACC Singapore in 2019.   ⭕ How long have you been on the ACC Singapore board of directors and why did you join? I joined the Board in late 2021. I was impressed by the community, and felt I could contribute with my experience, particularly with sponsorship and events. ⭕ Tell us a little about your company and your role there. What does a typical day look like? I work for WPP, a global advertising group. I manage the Group's legal affairs in APAC. I work on media deals with vendors, such as Google, Meta and Amazon, and support our agencies service our great clients. ⭕ What has been your career path? I started at Baker McKenzie in Melbourne as a TMT lawyer in 2007. I moved in-house in 2010 to work in sport/events with the Victoria Racing Club. Since then, I've worked with various sports and media businesses. ⭕ What advice would you give someone just starting out their in-house career? If you could do anything differently in your career, what would it be? Understand the business you work in and focus on solutions. Prioritise health and building a good network of in-house lawyers and mentors. ⭕ Anything else? Mark McCormack stated, "Failure is not falling down, but refusing to get up." This quote resonates deeply with me as it emphasises resilience and perseverance despite setbacks.

From traditional work ethics to a focus on work-life balance, today's work is a fascinating mix ✨ of generations. How does your organization handle the unique strengths and challenges of each generation? Let's start a conversation! And for hiring professionals in Latin America ➡️ https://zurl.co/mkVU