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            Despite the changes in Lockheed’s commitment to embracing ethical efforts, employees remained highly vulnerable to ethics violations. The main factor is limited integration into the organization’s new culture. Failure to recognize the ethical issues by leaders and the employees is a significant concern (Terris, 2013).  Lockheed was established to promote the company’s ethics code as a critical initiative for the ethics program’s success, guiding employees to compliance. Training and involving employees are equally important, enhancing clear insight into the organization’s ethics goals. According to Venezia et al. (2011), the organization needs to emphasize increasing the employee’s capacity to distinguish between what is right and wrong. The employee could have their ethics training perspective to clearly define an important metric important for defining ethics. The company uses different metrics to measure the success of ethics programs, including confidence expressed by customers and increased employee commitment (Terris, 2013). To enhance the ethics program’s success, Lockheed emphasizes individual integrity while promoting collective responsibility for actions through teamwork. This analysis explains the dynamics of success of an ethics program, including the significance of the ethics code, training and employee involvement, measurement of success, and the operational dynamics promoting the program’s success. Defining the company code of ethics, enhancing the employee’s active participation, and promoting collective responsibility of actions among the team members is essential in the success of an ethical program since each of the measures encourages the cultivation of an ethical culture.

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