Operational systems are designed to resist change to achieve consistency to standard which is a desirable It is not surprising to find resistance from those responsible to keep these systems operational. All aspects of change must be coordinated and often sustained over a long period of time which will involve Program The Proactive Certainty Program™ that we offer is designed to drive change towards compliance operability and better compliance outcomes over time.

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

What organizations don’t know is how close they are to stepping over the edge and as importantly if they Where staying between the lines is mission critical, risk and compliance programs to be operational must the answers they need to keep the organization between the lines today and every day they choose to operate

Obligations and promises Over the last year in our Elevate Compliance Huddles, we have walked through the Operationalized Obligation model, which is based on Promise Theory. Operationalized Obligations - Promise Theory An obligation begins with an intention. Operational compliance is the work between the obligation and the promise. The Operationalized Obligation model points to principles that are relevant here: Ownership.

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

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

The benefit of technology has to be real on the field where the business operates, not on a straw man The line item said "opens door." The job was everything around it. Over more than 30 years he has built compliance and assurance programs across oil and gas, pharmaceuticals

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.

value chain functioning as efficiently as possible and it does this by means of cost reduction and operational You could say that both, Operational Excellence and Risk & Compliance Management are the guardrails that

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

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