Of course, the key point to make on whistle-blowing is that ideally organisations will spot problems before whistles need to be blown by constantly engaging with employees and understanding their own organisations.
But, that’s not always the case as we all know. Sometimes loud whistles alerting management, regulators or even media and NGOs need to be blown.
I used the examples of Severn Trent and Siemens to highlight how situations and cultures can be turned around.
Here’s the presentation, linked here for those who get the blog via email, and embedded below: