SEARCH

We will also consider which one is better to support performance and outcome-based obligations. However, an integrative compliance approach may be better suited for performance and outcome-based obligations compliance risks in a more systematic and strategic way, which can help ensure that performance and outcome-based managing their compliance risks more effectively, which can ultimately lead to better performance and outcomes

consistently to procedures and practices, improve performance to reach and sustain targets, and advance outcomes addition, organizations need operational programs to meet performance targets and deliver compliance outcomes focuses on teaching organizations the essential concepts and principles that underlie management programs based on an operational model for compliance designed for performance and outcome-based obligations. functions, behaviours, and interactions are working together at levels sufficient to deliver benefits – the outcome

These have more to with outcomes of compliance rather than adherence to prescriptive rules. Over the last decade regulators have started to modernize their programs to become more risk-based; moving away from rules towards performance and outcome-based designs. A program that reduces waste, handles risk, and delivers compliance outcomes rather than only audit reports

Compliance officers must identify opportunities for improvement and implement measures to achieve better outcomes towards Compliance 2.0 involves elevating compliance beyond mere conformance to meet performance and outcome-based Compliance 2.0 involves not only meeting conformance requirements but also achieving performance and outcome-based

Does your approach to planning adequately address performance and outcome-based obligations?

Management-based (macro/means) - processes that must be followed to manage obligations and risk. Outcome-based (macros/end ) - targeted outcomes that must be advanced. discovered by considering where the regulation function is being applied to structure of the obligation: Outcome-based Performance-based regulations specify the level of performance to achieve the desired outcomes but not Prescriptive–based designs specify the details and does not specify performance or outcomes just the

Policies, standards and regulations need to and are transitioning to performance and outcome-based designs (e.g. vision zero) Meeting performance and outcome-based obligations will require a holistic and integrative

However, to meet performance and outcome-based obligations this question is met with a different answer : we are making progress towards targeted outcomes, we are continuously advancing our capabilities to

"We must make decisions, here and now, even though the best means and the best goals can never be discerned with certainty. An aim, an ambition, provides the structure necessary for action. An aim provides a destination, a point of contrast against the present, and a framework, within which all things can be evaluated. An aim defines progress and makes such progress exciting. An aim reduces anxiety, because if you have no aim everything can mean anything or nothing, and neither of those two options makes for a tranquil spirit. Thus, we have to think, and plan, and limit, and posit, in order to live at all." – 12 Rules for Life - Jordan B. Peterson Peterson associates decision making with aim and the process of aiming. Aim can be defined as the thing we are pointing at or the act of aiming itself, to intend or direct for particularly effect or purpose. Peterson speaks to the effect. Aim provides a structure necessary for acting. This structure affords us with "a framework, within which all things can be evaluated", which is how aim helps us make decisions. A decision is a conclusion or resolution made after evaluating the effects of conditions, current and planned actions, and progress towards where we are aiming at. The kind of things we might evaluate include: Uncertainty - threats and opportunities Results - progress Effectiveness - progress against effort Capability - competency and capacity Character - virtues and values Peterson, continues to say, "if you pay attention, when you are seeking something, you will move towards your goal. More importantly, however, you will acquire the information that allows your goal itself to transform … If you bend everything totally, blindly and willfully towards the attainment of a goal, and only that goal, you will never be able to discover if another goal would serve you, and the world, better." What Peterson is saying is profound and very much applicable to both personal and corporate achievement. The goals themselves will not save us. We need to be open to changing them and reorient ourselves as reality manifests itself. It is precisely this that makes what we are aiming at so important. Peterson suggests the more our aim has to do with character and ability the better we can prevail against adversity and challenges both in our personal and corporate lives. Perhaps the most important decision then is where we are aiming. That is why when we aim we need to aim high or as Peterson writes, "we need to orient ourselves towards the most possible good." I believe this text from the World English Bible says it well: "whatever things are true, whatever things are honorable, whatever things are just, whatever things are pure, whatever things are lovely, whatever things are of good report; if there is any virtue, and if there is any praise, think about these things. (World English Bible - Philippians 4:8 ) Thinking about these things will help orient our goals and even our values, that is, what we think is important. Who knows what our lives, families, community, or even our businesses might look like if we did. #Ethicalcompliance #Value #DecisionMaking

security, privacy, asset management, and so on, along side of the value chain with compliance as the outcome Instead, it means meeting all your obligations (conformance, performance, and outcome-based) in the presence Certainty Programs is to keep organizations between the lines while increasing the probability of targeted outcomes and decreasing the probability of undesirable outcomes. These objectives should become part of certainty-based balanced scorecards instead of risk-based.

These obligations will fall into four primary categories: rules, prescriptive, performance and outcome-based and bureaucratic, leading to a lack of engagement and commitment among employees to meet the desired outcomes Programmatic Compliance (Compliance 2) Programmatic compliance, on the other hand, focuses on outcomes It is more about ensuring capabilities are in place to meet desired outcomes and avoiding undesirable This approach is particularly useful in industries where regulation is mostly prescriptive and rule-based

In this case when the cost of a fine is only considered. Effective risk-based compliance decisions requires that organizations widen their scope by considering