Compliance and Fish Tanks As someone who has now spent years working in compliance, I’ve observed that For compliance to succeed, it must move beyond the fish tank and start doing compliance in the real world This requires that compliance learn two things about fish tanks that also apply to compliance: Compliance How to Navigate Compliance in the Real World So how do we navigate compliance without falling into the Don’t build compliance as a fish tank).

It sounds wise until you work in compliance. Because when compliance engineers make mistakes, people die. Now apply this to compliance. Don't wait for quarterly audits to verify compliance. Compliance needs similar real-time monitoring.

Operational Compliance Programs are the vehicles to deliver compliance value – better compliance outcomes compliance outcomes, fostering a culture where compliance is not seen as a hindrance but as an enabler Embracing change allows compliance programs to anticipate potential disruptions, minimize compliance is to regulate compliance systems and processes to achieve risk and compliance performance targets. Summary: Operational Compliance Programs steer organizations towards compliance outcomes as well as

This is why many companies view compliance, particularly in the form of inspection, as a form of waste Specifically, compliance adds to waiting, unnecessary movements, and to inefficient processes. But is this the best way to think about compliance – as a waste? Meeting compliance expectations creates legitimacy, trust and ultimately customer loyalty. When companies consider compliance as a necessary evil they tend to use mostly inspections and audits

Three Dimensions of Strategic Alignment in Compliance I've spent enough years in regulated industries to see the same pattern everywhere: compliance programs built as add-ons to the business rather than Get this right, and compliance becomes a strategic advantage. Strategic alignment in compliance isn't about organizational charts or reporting structures. compliance from a constraint on value creation into a catalyst for it.

Increasingly standards and regulatory bodies are promoting a holistic approach to compliance. However, many companies still implement compliance programs using an element-by-element approach that occupational safety, regulatory compliance, environment, and so on. In fact, that's the purpose behind compliance programs. This creates a "strong" matrix organization at least with regards to compliance programs.

When it comes to selecting commercial-off-the-shelf (COTS) compliance software there was a time when Here is a list of things that you should know when selecting compliance technology: 1. Improved compliance? New capabilities? Increase or decrease in scale or complexity? Compliance, security, data, privacy, and sovereignty requirements? How is compliance maintained during and after the implementation?

For decades, compliance has been one of the most reactive functions in the enterprise—more reactive than The Abdication Problem Managers, for the most part, have quietly abdicated their compliance responsibilities They've handed them off to third-party consultants, delegated them to understaffed compliance departments It can make compliance activities faster, cheaper, and more efficient. The transformation to operational compliance—where obligations become capabilities and compliance creates

Compliance is often viewed as a cost of doing business. Moving Compliance to the Performance Zone While compliance is enabled by the productivity zone it is When you view compliance only as a cost you want to spend as little on it as possible. This is now were compliance is at. Compliance is more than a cost or just necessary to obtain a regulatory license.

Agile and Lean Startup are examples of system-thinking used in software development but also compliance The Proactive Certainty Program™ learn and use systems-thinking to reach operational and effective compliance

Historically compliance is considered as a means to keep risk at bay. This places compliance programs along side of the value chain with risk reduction as the goal. In a sense, both risk & compliance suffer from too many check boxes and not enough action. However, compliance here does not mean check boxes. That is why we propose using the labels Certainty & Compliance rather than Risk & Compliance .

What about Compliance? When it comes to compliance, training is a big thing. In fact, training for many organizations is seen as the dominate means to achieve compliance apart from Receiving training about compliance while important is ineffective without practicing the skills needed to achieve compliance and that has more to do with keeping promises. You could say (and I do) that the practice of promise keeping is the true work of compliance.