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These have more to with outcomes of compliance rather than adherence to prescriptive rules. : “We are in compliance with all applicable rules, laws and regulations as far we know. Compliance needs a new sign. Compliance must become an operational function not just an administrative expense. That's a better sign and a better way to do compliance.

working across high-risk, highly regulated industries like medical device, pharmaceuticals, and energy, compliance Today, compliance is about fulfilling all our commitments, not just the ones mandated by law. In fact, a strong compliance integrity score can be calculated by the number of promises kept compared The problem is, many still see compliance as an after-the-fact audit function, solely focused on legal compliance.

When it comes to compliance many believe that it all comes down to integrity. Compliance programs and systems need to operate as a whole – an integration of its parts – if good results Unfortunately, for many organizations, compliance is seen only as one part that is "internal audit." Cloud's character qualities for integrity and adapt them to compliance where characteristics of effective compliance programs would include the following all working together: The ability to connect authentically

It addresses both Compliance 1 (rules and practices) and Compliance 2 (targets and outcomes), encompassing The Operational Compliance Model within Lean TCM ensures that compliance is not just a set of rules but Elevate Compliance Program, both designed to facilitate compliance transformation, strengthen defenses Not Elevating Minimal Viable Compliance : While the concept of achieving Minimal Viable Compliance (MVC Lean TCM addresses Compliance 1 and Compliance 2 requirements, offering a holistic, proactive, and integrative

Many organizations identify the need for a program to help them meet all their compliance obligations challenges and help them achieve compliance success. If you want to make a qualitative difference to compliance outcomes you need a compliance program and Don’t make the mistake between computer and compliance programs.  Make sure you have what you really need for mission and compliance success.

Technology is a pervasive force that significantly influences our lives in various ways, particularly with the widespread integration of AI. The impact of software on us is not always apparent, as we've learned from years of using social media. It's crucial to be aware of how technology can amplify certain behaviors while constraining others. Gone are the days when we could perceive technology as neutral, merely consisting of data collection, processing, or output devices. We now understand that information possesses influence beyond our explicit requests or desires. In many ways, information has agency. Therefore, it's imperative to ensure that our technology choices align with our values, contribute to our objectives, and, most importantly, reinforce the behaviors essential for achieving our mission. Failing to do so may result in reinforcing what benefits technology at the expense of our own interests. Be mindful of your technology choices and choose wisely.

As a compliance engineer, I've noticed a common misconception: that compliance is primarily about audits While these are important elements, today's compliance landscape demands a more sophisticated, integrated Think about your organization's compliance needs. What's your take on this integrated approach to compliance management? How does your organization handle the complexity of multiple compliance domains?

Compliance has often been seen as negative, holding back innovation and creativity. But compliance has evolved, and its role has changed. solutions that meet compliance requirements while achieving business goals. Innovation can be risky, and compliance helps manage that risk. Compliance is not just a set of rules and regulations; it is a mindset.

AI compliance demands a fundamentally new mindset. Applying Lean Startup to AI Compliance in Practice The Lean Startup approach for AI compliance focuses Compliance Accounting : Establish clear metrics for measuring the success of your compliance program, Lean Compliance has adapted the Learn Startup Approach to support implementation of compliance programs This approach ensures compliance programs are operational - able to deliver the outcomes of compliance

As a compliance professional, you know that navigating the web of security standards, industry regulations In fact, failing to recognize the nuanced differences between compliance requirements in areas like safety The Consequences of Misalignment When organizations take a simplistic approach to compliance controls No compliance program should ever risk these consequences. Ready to discuss how Lean Compliance can transform your approach to managing controls?

STAR-FLEET (board of directors) - identify corporate risk and commission compliance missions. OFFICERS (CEO, corporate officers) - accountable for achieving compliance mission success. CREW (staff, contractors) - provide skill, talent, and capability to meet compliance objectives. ENGINEERING (risk & compliance specialists, lean, etc.) - maintain risk & compliance measures running Captain responds: Do we have any problems with compliance?

As a compliance engineer with 30+ years of experience, I've learned that not all metrics are created Today, I want to share a framework that has transformed how organizations approach compliance measurement Are we hitting our compliance KPIs? Are we meeting our performance obligations consistently? They're about trust, reliability, and the strength of our compliance culture. We talked about how to use metrics that really matter to compliance.