[Editor's Note: This the second post in a three-part series about how corporate transparency can reshape business. Part I details the value of transparency as an investment. Part III, focuses on the unintended consequences of increased corporate transparency.]
More than a few executives at Toyota are wringing their hands, wondering how a name associated with quality and control is now found in the same sentence as "congressional hearing," "subpoena” and "withholding evidence.”
Their plight has not gone unnoticed at other companies.
So if a CFO does step forward and commit just 10 percent of the cost of a Super Bowl advertisement (a 30-second spot cost about $2.4 million this year) to improve transparency in her company, what does that even mean?
It means first figuring out what you know, and what you need to know, while not getting stuck in a Donald Rumsfeld vortex of circular referencing. Sure, you currently know enough to run a good business and meet reporting requirements, but that is no longer sufficient for your license to operate.
For many businesses, your license is now provided more so by customers than governments. And the one-way mirror that is the Internet, a manic news cycle and a global, networked consumer base can make renewing that license more difficult by the day. Internal, detailed knowledge of the inner plumbing of your company is an asset with a value rivaling most on your balance sheet.
Knowing requires people, typically from multiple departments, a wall-sized map of the world and posters of your value chain and product lines. Complex databases can come later. A quick inventory will highlight current success meeting federal or private regulation, regional initiatives detailing supplier or product data, and third party certifications and partnerships.
What you need to know is where the gaps are -- opaque portions of your supply chain, new businesses or acquisitions, and operations in areas where governance takes a back seat to survival.
If the National Highway Traffic Safety Administration missed the beat on Toyota, and the SEC could not spot the sun through a telescope at noon, don't expect underpaid bureaucrats in small, one-party "democracies" to call out your weakest link.

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