We only need to look at current discussions with respect to compliance to understand that the problem However, this is not how most compliance systems are implemented or improved. 

This strategy can result in important (perhaps strategic) projects not being funded which can increase compliance risk which is a measure of compliance threat or benefit. For example, there are other kinds of risk such as: PSM risk, compliance risk, environmental risk, and What step can you take to reduce compliance debt? #compliancedebt #deferredmaintenance #projectselection

"Digital Threads: The Future of Compliance: https://www.leancompliance.ca/post/digital-threads-the-future-of-compliance

These same principles can and are being used to transform compliance culture to advance quality, safety , environmental and regulatory compliance outcomes. Almost all compliance programs and standards include the need for continuous improvement. However, this is not the last step after all the compliance gaps have been addressed, common among improvement

These are collectively called risk and compliance programs.  This is the purpose of all risk and compliance programs to keep companies between the lines so that they You could say that both, Operational Excellence and Risk & Compliance Management are the guardrails that

Integrated management reduces complexity, saves time, and ensures consistency across various compliance By following these practices, managers can ensure that their ISO management programs are not only compliant Lean Compliance offers an advanced program design specifically to help organizations teach better outcomes from their compliance programs.

Initiate Regulatory Change Identify regulatory change Identify changed compliance outcomes and objectives objectives are met Verity that it is safe to restart changed process or use changed product Validate compliance tracked and monitored so that organizations will always know the status of its overall operational and compliance

By Raimund Laqua, Founder of Lean Compliance Why Risk Assessments Should Start with Uncertainty Walk their apparent completeness—neat categories for operational risks, financial risks, strategic risks, compliance Transforming Risk Assessment Practice In my work developing lean approaches to compliance and risk management

From their work the following theoretical principles were derived: Organizations are too complicated Flood and Jackson proposed that our capacity to manage organizations effectively (and this includes compliance inquiry by which a suitable intervention approach might be chosen: What this Means For KAIZEN Advancing compliance and compare the effectiveness of intervention methodologies which is of particular value to risk and compliance

This is no different when it comes to compliance. You may wonder what this has to do with compliance. As it turns out, how we conceptualize the future influences how we think about risk, compliance and even

medical devices, oil and gas, chemical processing, financial services, government — I’ve learned that compliance through constraints, feedback loops, and measured outcomes — not through reading source code or ticking compliance That treat compliance not as a checkbox exercise but as a living discipline of keeping promises to the About the Author Raimund (Ray) Laqua, P.Eng., PMP, is a computer engineer and the founder of Lean Compliance of experience across highly regulated industries, Ray specializes in operational AI governance and compliance

continual improvement ISO 31022: provides guidance for the management of legal risk so it aligns with compliance information and insight on potential issues that the organization could face supports any process of compliance that organizations could have in place, such as a compliance or other management system; supports the compliance function by more broadly identifying the organization’s legal and contract rights and obligations