Therefore I promise:

• I will act with utmost integrity and pursue my work in an ethical manner.
• I will safeguard the interests of my shareholders, co-workers, customers, and the society in which we operate.
• I will manage my enterprise in good faith, guarding against decisions and behavior that advance my own narrow ambitions but harm the enterprise and the societies it serves.
• I will understand and uphold, both in letter and in spirit, the laws and contracts governing my own conduct and that of my enterprise.
• I will take responsibility for my actions, and I will represent the performance and risks of my enterprise accurately and honestly.
• I will develop both myself and other managers under my supervision so that the profession continues to grow and contribute to the well-being of society.
• I will strive to create sustainable economic, social, and environmental prosperity worldwide.
• I will be accountable to my peers, and they will be accountable to me for living by this oath.

This oath I make freely, and upon my honor.

The development of this oath was done by MBA students at Harvard, led by Max Anderson, who just completed his MBA at Harvard and took a job at Bridgewater Associates, a money management firm. It was signed by 20 percent of the MBA class, and was also picked up by MBA grads at the Kellogg School of Management at Northwestern and other universities.

1. Bad ideas
Bad ideas include: automating the past, technology for technology’s sake, or project savings based on what is needed to sell the project. Examine proposed projects carefully to make sure the business will be better off if the project succeeds.

2. Corporate immune systems
Good information systems projects will change the way work is done. This will lead to subtle undermining of the project by people who are affected and don’t want to change. Involve end users. Understand as well as possible the cultural implications of a project and deal creatively with the people issues of the project from the start.

3. Lack of shared ownership (between business elements and IT)
Too many information systems projects are either run by the IT department without business involvement, or by the business without strong leadership from IT. The best of these projects change the way the company does business. Shared ownership from the beginning, dealing with the business and technology issues, is a requirement. These are not just IT projects.

4. Poor requirements process
It used to be that requirements for a computer system were gathered, prioritized, and then implemented. This is tough enough with multiple stakeholders. When using commercial off-the-shelf software for a large-scale system, it is critical that the software be used as-is, thus there must be compromise between the requirements and the available capability.

5. Lack of systems thinking
A new information system can offer great benefit to a particular department or process, but it usually interacts with other departments or processes. These interactions can produce surprising and costly “unintended consequences.” Never start a project without spending time trying to think through possible unintended consequences.

6. Fundamental complexity
Complex information systems are made more complex by the changing underlying technology, the changing versions of software, and the high likelihood that once the system is implemented it will need to be changed to do new business processes. Avoid unnecessary complexity in features; keep it as simple as possible. Look for modular solution strategies.

7. Project management weakness
Managing any large-scale project is difficult. In addition to the first six challenges, a large-scale information system generally has multiple stakeholders with conflicting demands. Managing such a project requires relentless focus on the end objective, and the authority to make tough compromises

1. Openness and humility from top to bottom of the organization
Arrogance kills off learning and growth by blinding us to our own weaknesses. Strength comes out of receptivity and the willingness to learn from others

2. An environment of accountability and personal responsibility
Denial, blame, and excuses harden relationships and intensify conflict. Successful teams hold each other accountable and willingly accept personal responsibility.

3. Freedom for risk-taking within appropriate limits
Both extremes–an excessive, reckless risk-taking and a stifling, fearful control- -threaten any organization. Freedom to risk new ideas flourishes best within appropriate limits.

4. A fierce commitment to “do it right”
Mediocrity is easy; excellence is hard work, and there are many temptations for shortcuts. A search for excellence always inspires both inside and outside an organization.

5. A willingness to tolerate and learn from mistakes
Punishing honest mistakes stifles creativity. Learning from mistakes encourages healthy experimentation and converts negatives into positives.
6. Unquestioned integrity and consistency
Dishonesty and inconsistency undermine trust. Organizations and relationships thrive on clarity, transparency, honesty, and reliable follow-through.

7. A pursuit of collaboration, integration, and holistic thinking
Turf wars and narrow thinking are deadly. Drawing together the best ideas and practices, integrating the best people into collaborative teams, multiplies organizational strength.

8. Courage and persistence in the face of difficulty
The playing field is not always level, or life fair, but healthy cultures remain both realistic about the challenges they face and unintimidated and undeterred by difficulty.

8. Regulatory Freedom
When citizens and governments are aggravated by irresponsible, unethical business behavior, greater regulation and bureaucratic red tape is the result.

7. Public Acceptance
Companies that tolerate unethical practices in today’s transparent era, will almost certainly be exposed, then boycotted and punished in the marketplace.

6. Investor Confidence
Today’s investors will avoid a company that is not responsible and ethical. Recent market declines have partly resulted from concerns about unethical accounting practices.

5. Supplier/Partner Trust
In an era of virtual corporations, partnerships, and extended enterprise, no company is self-sufficient. Successful partnerships are built on trust and trustworthiness.

4. Customer Loyalty
Quality, cost, availability, and other factors are not enough to maintain customer loyalty. Customers are also looking at the reputation of the company.

3. Employee Performance
People produce best in an open, creative, ethical environment. Companies that have a poor reputation have difficulty attracting and retaining top talent.

2. Personal Pride
Company leaders and employees can take genuine pride in their accomplishments knowing they didn’t bend rules, cut corners, or hurt people to accomplish their goals.

1. It’s Right
Acting ethically is more than a tool for achieving results. Unless leaders are committed to do the right thing regardless of consequences, ethics may be seen as manipulative.

2. Support each person’s freedom to grow and develop.
Never view anyone through stereotypes, or as fixed and unchangeable.

3. Communicate to people by name with respect.
Never use hurtful labels or refer to a person by his or her job function.

4. Model and encourage a balanced life of good work and rest.
Don’t make long-term demands on employees that undermine balanced lives.

5. Honor and respect families of others.
Don’t forget that each person lives in a broader context beyond his or her work.

6. Value life, safety, and health.
Work processes or products should not create unnecessary risk or harm.

7. Keep your promises.
Don’t violate written or verbal commitments, or look for loopholes to do so.

8. Be fair and just in financial matters.
Don’t tolerate unfair wages, prices, or financial practices.

9. Communicate honestly and truthfully.
Never misrepresent people, products, services, or facts.

10. Recognize the accomplishments of others.
Don’t claim the success of others for yourself.