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<v ->I'm Edie and I'm here with Russell.</v>

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Trust is such a big topic here at Davos.

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I wonder how BCG thinks about it.

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<v ->For us, the way we think about trust</v>

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is that trust is a promise.

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So it can be implicit or explicit to different stakeholders

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and are you going to keep that promise?

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So what we've been doing is studying trust and its relation

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between an enterprise and those stakeholders

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over the course of the last three years.

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And most recently we did this whole study

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with the thousand largest companies

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and we looked at who are the top 100

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and the bottom 100 most trusted companies

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to understand the different characteristics of those.

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<v ->So tell me about that.</v>

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Tell me about the characteristics

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and what companies need to think about.

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<v ->So in terms of the characteristics, what we found is...</v>

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well first of all, there are four dimensions of trust.

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It's fairness, transparency, competence, and resilience.

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And what we also found is that for those companies,

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there are a different set of topics

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that really drive trust enhancers,

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the trust foundations, and the trust destroyers.

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And at the top of that list is innovation.

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So a lot of time when people think about trust,

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they think it has to be

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about corporate citizenship and other things.

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But in fact, the actions you take as a company

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to drive innovation are at the top of the list.

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<v ->Really interesting.</v>

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You are on...if you find yourself on the wrong side of that,

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or if you find yourself lower down that list

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than you'd like to be, what are the steps you can take

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to come up the list to gain trust?

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<v ->Well, we're in the middle of doing some research right now</v>

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and we'll come out with that

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over the course of the next few weeks.

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But the main thing that we're seeing right now is,

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yes, of course, once you've fallen down on trust,

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you've had that breach of trust,

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the first thing you need to do,

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of course, is to course correct

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and determine whether an apology is needed,

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whether you need to defend yourself strongly,

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or whether you need to make a measure of changes.

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But that's only the first step.

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So companies who do those things

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but then don't make the operational changes

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and then deliver with consistency,

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their trust never is able to climb

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back up to its earlier heights.

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So it's very much also an operational,

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an ability to deliver on your trust promise,

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not adjust about the communications.

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<v ->Russell, thanks very much.</v>

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<v ->My pleasure.</v>