Alison Taylor is Director of Advisory Services at BSR. She focuses on approaches to sustainability through risk management, strategy, stakeholder engagement, transparency, governance, and organizational change.
Previously, Alison was a senior managing director at Control Risks, where she helped companies operate with integrity, particularly in high-risk environments. She has also worked at Transparency International, PricewaterhouseCoopers, and IHS Global Insight. She has experience in strategic intelligence, market entry assistance, risk consulting, due diligence, internal investigations, enterprise risk management, and ethics and compliance. She speaks and writes regularly on risk and organizational culture. She is a board member of the anti-corruption organization, Not in my Country, and serves on the sustainability committee of the Society of Petroleum Engineers.
Alison holds an M.A. in International Relations from the University of Chicago, an M.A. in Organizational Psychology from Columbia University, and a B.A. in Modern History from Balliol College, Oxford University.
Stakeholders and customers are increasingly calling for transparency from corporations in how and with whom they’re doing business. As a result, third-party due diligence is increasingly critical. But the traditional tools for managing third-party risk no longer cut the mustard. Alison Taylor, Director of Advisory Services at BSR, is championing a more robust process for gauging corruption risk.
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Corporate culture, defined by behavior, is notoriously difficult to measure. Determining, then, whether an organization boasts a "culture of compliance" or instead operates in a "culture of corruption" is tricky. There are a number of red flags, however, that often point to endemic corruption. Among them: tone at the top, incentive structure, and strategy.
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Corporate culture, defined by behavior, is notoriously difficult to measure. Determining, then, whether an organization boasts a "culture of compliance" or instead operates in a "culture of corruption" is tricky. There are a number of red flags, however, that often point to endemic corruption. Among them: tone at the top, incentive structure, and strategy.
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Political and corporate corruption has long galvanized the general public, but over the past several years, some of the ire that was once focused on organized institutions has begun to be directed at individuals. This is what Alison Taylor refers to as Corruption 2.0, and this trend toward anti-corruption measures at the individual level is worth watching.
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