SEARCH

Compliance is often organized into isolated functions that are separate from the production management However, we know that programs that support: quality, safety, risk, regulatory, environmental, and other compliance It's time to make the vertical compliance function into a horizontal compliance capability.

four primary types spanning micro-means to macro ends, demand different operational capabilities for compliance To establish these capabilities organizations must transform how they address compliance. They are in operating in the: REACTIVE COMPLIANCE ZONE. Instead of a guard rail, compliance is a dynamic enabler of compliance outcomes, proactivity, and holistic Operating in the PROACTIVE COMPLIANCE ZONE creates a strong compliance culture ensuring not only compliance

The 5 Pillars of a Benefits-Driven Compliance Program To fully reap the benefits of compliance, these Empower your organization to be accountable for compliance within their roles. Continuous Compliance : Continuous delivery of value requires continuous compliance to protect and ensure , learning environment around compliance. always being in compliance and ahead of risk.

As someone working in compliance during this wave of AI adoption, I've been thinking about how we approach The compliance field is naturally cautious about new technology—and for good reason. In compliance, this perspective feels particularly relevant. In compliance, this philosophical shift could be profound. The Compliance Challenge Compliance work encompasses far more than transaction monitoring or rule enforcement

Everything flows, and so must compliance. Compliance Improvement Spiral Compliance cannot stay the same; it must continually improve, but as importantly These forces help define the difference between compliance programs and compliance systems: Compliance Without programs, compliance does not have the context or the conditions for compliance systems to know To achieve compliance success in the year ahead ensure you have an operational compliance program to

mission success including the success of environmental, safety, security, quality, regulatory and other compliance However, defining compliance goals remains a real challenge particularly for obligations associated with When these goals are ambiguous or ill-defined they contribute to wasted efforts and ultimately compliance For compliance these might include: zero defects, zero fatalities, zero violations, zero releases, zero These are often used to define measures of effectiveness (MoE) for compliance programs as they provide

What this means in practice is that to regulate artificial intelligence, compliance must also be intelligent Why AI Safety is Different The prevailing approach to meeting compliance obligations (ex. safety, security This approach transcends traditional compliance frameworks by establishing system design boundaries of An AI Regulatory Framework: Intelligent Compliance Laws of AI Regulation for Compliance Cybernetics pioneer It's time for compliance to be intelligent.

acting to achieve the outcomes of compliance. Continuous Compliance   Operational Compliance  acknowledges that laws, regulations, voluntary obligations , and risks require continuous compliance. What do you think about Operational Compliance? What is your mode of operation for compliance? What defines your foundational principles and beliefs surrounding compliance?

Compliance as a Value Guardrail   When implemented effectively, compliance programs across various domains—including Innovation Catalyst -  contrary to popular belief, compliance can drive innovation. should consider the following approaches:   Integrate compliance into business strategy: elevate compliance Foster a culture of proactive compliance : encourage employees at all levels to view compliance as an How effective do your compliance programs protect and enhance value creation?

Every compliance decision your organization makes is either systematically building competitive advantage Board meetings dominated by compliance issues rather than market opportunities. Why Traditional Approaches Guarantee Poor Performance Most compliance programs operate on what Lean Compliance for risk and compliance), leading organizations map compliance activities across primary business processes—inbound The window for competitive advantage through compliance excellence is narrowing .

When we think about compliance we should also think about the goals we want to achieve. They define the "ends" of our compliance programs, for example: zero defects, zero fatalities, zero violations These are often used to define measures of effectiveness (MoE) for compliance programs as they provide What goals have you set for your compliance programs?

For compliance to be effective, it must generate desired outcomes. Realizing these benefits requires compliance to function as more than just the sum of its parts. Too often, compliance teams work hard and hope for the best. To elevate above merely a collection of parts, compliance needs to operate as a cohesive system. , capable of achieving compliance objectives, and able to realize the benefits of being compliant.