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Fraud Exprosed Whot you Dont Could Cost your company millions - Joseph W.

Joseph W. Fraud Exprosed Whot you Dont Could Cost your company millions - Wiley Publishing, 2003. - 289 p.
ISBN: 0-471-27475-5
Download (direct link): fraudexposedwhatyoudont2003.pdf
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Campbell notes that the theme he used in developing his program within Fidelity was “Share the Responsibility,” meaning that corporate security was not the sole purview of his department, but rather a partnership between the security function and every other element of the organization. In commenting on the rationale needed to make these partnerships work, he is pungent: “By and large, we’ve done a lousy job of linking ourselves to the value equation around risk management.”3 The reason, he counsels, is simple: “You cannot influence effectively without a qualitative reporting and analysis capability.”4 This speaks directly to issues we have already discussed regarding the need for better definitions and reporting systems to begin to capture the true size and dimensions of occupational fraud. It is also a technique that J. Edgar Hoover used with brilliant result in building the FBI from a small, weak, and politicized agency. He was able to prove to various stakeholders, from bankers to insurance executives to Members of Congress, why the work of the FBI was potentially important to them and their interests.
Campbell is arguing that for the corporate security function to have meaning to various stakeholders in the organization, it must be capable of showing them, in their terms, why the function is important to them. Specifically, why it is important in reducing their risk exposure. I have mentioned previously that this is precisely the position I took in addressing the Academic-Practitioners Symposium of the American Society for Industrial Security. Until security, or the forensic profession, can anchor itself conceptually within the organization and within the academic community, it will forever drift in a state of weakness. Our anchor, I contend, is within the risk management function.
Campbell also addresses the taboo area of advertising. Many in our profession seem to believe that advertising is somehow beneath them; that it is unbecoming for a professional. I find this position curious, given that doctors, lawyers, universities, and hospitals routinely advertise, as do houses of worship. Have we set ourselves on too lofty a plain, or more likely, have we not adapted our selfperception and our message to changing times? We, like everyone else in the world, are competing for scarce resources, be they within or without the organization. We may feel better about ourselves in our purity by not seeking to compete in the commonness of the marketplace, but we pay a hefty price. The New York Yankees have won 26 World Championships and are acknowledged to be one of the classier operations in all of professional sports. They advertise all the time. Perhaps we need to rethink some of our assumptions.
In advertising, Campbell counsels that more than mere visibility is necessary. He advocates advertising to the entities with which we seek to partner. As he puts it, “We get results and advertise. Our messages are everywhere.” He sets forth a matrix of how he goes about this task within Fidelity, and it is instructive. He advertises to employees within the company using 16 mechanisms, to include log-on scripts on computers to publicizing the ethics hotline. He further advertises through 15 channels to 15 specific groups in the company, from Recruiting—Human Resources to the cleaning staff. Finally, he utilizes 15 techniques to communicate with senior management, to include the Annual Report and frequent incident reports.5
Campbell’s advice may well be based on either a studied or intuitive understanding of the advertising business. According to John Beck, director of research at the Accenture Institute for Strategic Change, and co-author Thomas Davenport, the competition for our attention is fierce. Accordingly, it is becoming more and more difficult to get and maintain the interest of customers or clients. By way of comparison, they note that the average Sunday edition of The New York Times carries more factual information than was available in all the written material in the known world in the 15th century. Not only information, but products also abound and clamber to be noticed; Beck and Davenport note that the average grocery store now stocks about 40,000 items, each striving to be one of the 150 or so products the average family buys each year.6
Again and again, Campbell counsels that, “Effective communication has to connect to the managers’ frame of reference.” That is, one size does fit all. The
risk issues that may be important to one area are probably not the same for the next. Doing careful research and analysis allows Campbell to craft his message to his audiences, and audiences is the operative word here. There are many potential partners located throughout the organization, and each has its own issues and interests. By connecting in a manner that is important to them, Campbell is demonstrating the worth of his function and setting forth a rationale why partnering is in their best interest. In this regard he is much like Bratton, who was surprised to find that in New York City the cops and the citizens had radically differing views as to what was important for the police to deal with.7
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