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for compliance to be an integral part of the value chain so that the business always knows if it is operating

Unfortunately, the impetus to pursue an operational approach is hard to find when you believe you are

The Tale of Two Companies Let’s consider two companies each operating processing facilities that produce natural gas for distribution by downstream operators. They are both focused on operational excellence, cost reduction, and have a safety culture in place.

(Operational Assurance) The paper is available here: https://eda.europa.eu/docs/default-source/brochures

We have observed over several years that the way compliance management systems are implemented is a significant This approach is based on the Lean Startup methodology where compliance always is operational which means

These frameworks are seductive in their apparent completeness—neat categories for operational risks, Traditional risk assessments operate like symptom-focused medicine. And it opens up strategic options that symptom-focused approaches might overlook.

able to adjust their functioning prior to, during, or following events to ensure continuation of operations Organizations that are missing the four cornerstones should not wait until the crisis is over to make

The only thing that did was to make sure the system remained operational and continued to perform according lack of overall progress is due to the effects of a "run to fail" or "set and forget" mode of system operations compliance is now heading towards performance and outcome based standards the way in which systems operate must change to a new mode of operation. This is very different than the "run to fail" and "set and forget" mode of operations that assume that

The Real Enemy Isn't What You Think We obsess over the symptoms—incidents, failures, breaches, defects different types of uncertainty and the unique risk opportunities each creates—whether you're managing operational

Management systems are efficient at what they do, that is, doing the same thing the same way over and over again. What compliance needs most of all is the ability to improve and mature capability over time to advance standards are now performance and risk-based that require companies advance their capability maturity over commitments in support of accepted obligations Managing the alignment of organizational values with operational

Over the years I have experienced this effect at work when it comes to compliance systems in support However, together they seldom lead to an operational system as we soon shall see. person who has the scope, authority, or resources to contend with ensuring that the overall system is operational We might still believe that if we double down on audits we might get back to having an operational system What makes it worse is that you never had an operational system to start with.

many ways, this is a race condition without any kill switch or means of regulating outcomes to keep AI operating