COMPLIANCE CULTURE: THE HIDDEN FORCE BEHIND SUCCESS OR FAILURE
As the year draws to a close, many organisations reflect on their legal and compliance (L&C) strategies. Among the key considerations is the role of compliance culture – encompassing values, ethics and behavioural norms – as a foundational element of any effective compliance programme.
Is it merely another corporate buzzword, or does it truly underpin success? Years ago, a wise manager once remarked, “In a jar of vinegar, everybody turns sour”. This analogy raises a compelling question: is culture really that influential?
When discussing compliance culture and reviewing instances of non-compliant behaviour, many individuals struggle to imagine themselves engaging in such conduct. Common reactions include, “I would never do that”, or “I would prefer to resign than act in a clearly non-compliant manner”.
Initially, these sentiments seem reasonable. After all, who envisions themselves – or their colleagues – participating in bribery, bid rigging or other unethical acts? However, what if someone suggested that there are no inherently ‘good apples’ or ‘bad apples’, but rather sweet or sour environments? Even the most wholesome apple, when placed in vinegar, will eventually turn sour.
Still not convinced? People are not apples, after all. Yet behavioural science suggests otherwise. Research consistently demonstrates that situational factors can overpower individual reasoning.
Two landmark studies continue to resonate and offer valuable insights for those seeking to build effective compliance programmes.
Jan-Mar 2026 Issue
Arthrex Inc