Trustonomy

Over three days in the fall of 1982, seven healthy people in the Chicago area died suddenly. At first, medical examiners were baffled but soon realized all the victims had taken Extra-Strength Tylenol capsules. Public trust in the medication vanished overnight. Johnson & Johnson, the makers of Tylenol, had to act fast if they wanted to save lives and their product.This season we've been sharing stories about companies and organizations that made mistakes and lost public trust. In this episode, we're looking at a company that did nothing wrong but had to find a way through a crisis to rebuild trust. Veteran Chicago news reporter Phil Rogers recalls how the Tylenol Murders terrified the nation and how Johnson & Johnson managed the crisis. OneTrust's Chief Trust Architect, Andrew Clearwater, examines how Johnson & Johnson defied the odds and actually strengthened trust in their brand.

In the early 1990s, Carletta Tilousi was one of hundreds of people from the Havasupai Nation who gave blood samples to Arizona State University researchers. They hoped to discover why type 2 diabetes was an epidemic in their remote community in the Grand Canyon. The Havasupai never did get any answers about diabetes, and for over a decade they had no idea their blood samples were being used by other researchers for projects that had nothing to do with diabetes. Many companies collect personal data - names, birthdays, interests, payment information, and geolocation. But there's no data more private and sensitive than biological data. So what happens when that information is used without consent?  Carletta recalls the day she found out the tribe's samples were being used without consent, the anguish the research caused, and how the Havasupai fought to bring their blood back home.  Linda Thielova, OneTrust's Global Data Protection Officer and Head of Privacy Centre of Excellence, explains why the Havasupai's story is no ordinary privacy violation, and how organizations can build trust-driven relationships around data. 

On December 7, 1941, Japan attacked Pearl Harbor, drawing America into World War II. Admiral Husband Kimmel, a decorated veteran and commander of the US naval fleet in Hawaii, was completely caught off guard. But it didn't have to be a surprise. How did the US forces at Pearl Harbor miss the critical warning signs? Mismanagement of important intelligence data played a significant role.Companies run on data. It's the backbone that allows them to understand their customers, make informed decisions, and see the big picture. But what happens when you don't know what data you have, where it is, or how to access it?Steve Twomey, author of Countdown to Pearl Harbor: The Twelve Days to the Attack, explains why the US forces at Pearl Harbor were unprepared for the attack, and Scott Bridgen, former Global GTM & Strategy Lead-GRC & Integrated Risk at OneTrust, explains why

In 1986, Allan McDonald was the head of the Space Shuttle Solid Rocket Motor program at Morton Thiokol, the company that built the rocket boosters for NASA's Challenger space shuttle. Allan warned NASA management that the Space Shuttle Challenger was at risk of exploding. They didn't listen and the world watched the disaster unfold on their TV screens. There's a fine balance between getting things done and getting them done the right way. Every business has deadlines, technical hurdles, and contractual pressures to consider. But what happens when you create an environment that prevents people from sharing ideas and concerns?James R. Hansen, author of Truth, Lies and O-Rings: Inside the Space Shuttle Challenger Disaster, tells Allan's story, and Jisha Dymond, OneTrust's Chief Ethics and Compliance Officer, explains how NASA's workplace culture contributed to the disaster.

In 1904, a fire broke out on a steamboat full of families enjoying a ride along New York City's East River. The panicked passengers quickly discovered they had an even bigger problem on their hands - the ship's life preservers. The safety equipment turned an emergency into a catastrophe. When you run a business, you build relationships with other businesses. They become your vendors and suppliers. But what happens when these third parties make decisions that put your customers and your business at risk?We talk with Edward T. O'Donnell, author of Ship Ablaze: The Tragedy of the Steamboat General Slocum, and Matt Moog, General Manager of Third Party Risk Management at OneTrust, to find out how an untrustworthy vendor can sink your brand and your business.

Welcome to a new show about trust. It takes hard work to build and a moment to break. And if that happens, you might never get it back.We've got five surprising stories that will help you understand why trust matters, from a tragic steamboat fire that claimed more than 1,000 lives to the space shuttle Challenger disaster, and a medical research project that harmed instead of healed.   These stories will help you understand your blind spots, from privacy and consent, to data discovery, to workplace culture – and show you how to create an organization built around trust.