ABSTRACT
This chapter explores some practical ways to influence an International non-governmental organisations (INGO's) culture to increase fraud and corruption resilience. It also explores that ways in which cannot only set the right aspiration for the counter-fraud culture, but also see that through to reality. INGOs inhabit complex environments, and generating an organisational culture that truly minimises fraud and corruption is more difficult than it might appear. Much has been written about organisational culture and it has become a bustling marketplace, with an array of definitions, models and approaches on offer. Ensure that internal and external communication values all aspects of a counter-fraud culture, clearly linking them to the INGO's aims. When commencing operations in a new country or region of a country, appoint a member of staff with an understanding of that cultural context to mediate, working with the INGO's global Counter-fraud Lead to help connect the local office sub-culture to the global organisational culture.
