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Yet many organizations effectively do just that with their compliance programs, waiting for whistleblowers Many stakeholders stay silent, leading to blind spots in our compliance programs. damage, and lost opportunities—far outweighs the investment required to build a proactive compliance program Lean Compliance offers an advanced program design specifically to help organizations transition from This program is called, "The Proactive Certainty Program™". You can learn more here:

Management) emphasizing the idea that management programs elevate system performance. Whereas, systems are designed to resist change by removing variability, management programs introduce Management programs drive system performance levels needed to advance targeted compliance outcomes. In essence, programs regulate systems towards desired outcomes in the same way that systems regulate By recognizing the interplay between ideal behaviour, purpose-driven systems and programs, and guiding

The purpose of a quality program is fundamentally to improve the quality of something. What is missing is the management of the qualitative aspect of quality and this is where quality programs Quality programs are focused on qualitatively improving an attribute or outcome. Programs manage the gap between the quantitative world based on facts and the qualitative world based There is still another question that quality programs answer that can significantly influence customer

ethical with "safety" or "quality" or "environmental" which are more concrete examples of ethical-based programs Compliance must also have corresponding operational programs to regulate the business towards those outcomes These are the general managers of the programs needed to regulate the organization towards targeted compliance

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?

At a fundamental level compliance programs protect the value stream from threats that hinder the creation Each program contributes to keeping the value chain safe from various risk including: quality risk, occupational These programs are socio-technical in nature in that they recognize the interaction between people and

Current Probability Usage in Compliance Probability concepts already permeate modern compliance programs : Risk-Based Programs : Financial institutions routinely express compliance risk as probability metrics Moving Beyond Single Points with Bayes Despite these uses of probability, most programs still rely on This isn't a theoretical question—it's the practical reality facing every compliance program.

This is the function of compliance governance when combined with programs. While systems focus on consistency (staying on course), the role of a program is to advance outcomes As targets change to align with higher standards, each program directs underling systems by adjusting Programs operate as a feed-forward process to regulate outcomes. Validating that systems actually are advancing towards targeted outcomes is an essential program level

In addition, organizations need operational programs to meet performance targets and deliver compliance To that end, we have observed that many don’t know how compliance programs should work which hinders approach focuses on teaching organizations the essential concepts and principles that underlie management programs these capabilities by following a version of the Lean Startup methodology to establish a minimal viable program This measure of operability provides a true assessment of effectiveness that all programs must achieve

Compliance and risk programs provide the means to achieve these objectives creating the conditions for Compliance programs protect against the erosion of value by keeping businesses operating between the Risk programs make certain that obligations are met, promises kept, and values are respected. When risk & compliance programs are working together stakeholders will have the assurance needed for However, without effective risk & compliance programs, assurance will be lacking, credibility will erode

While this is good, it is not enough to identify risks associated with the objectives of the entire program individual processes but also how they interact with other processes within and outside the quality program All with the goal of assessing how uncertainty affects achieving program outcomes. The first step is having clear and concise program objectives for each system and process. However, on its own, it is not enough to address uncertainty in achieving program outcomes.

ramifications can be severe: Inadequate Domain-Specific Protections : A generic "compliance training" program No compliance program should ever risk these consequences. implementation, validation, and reporting across your entire compliance ecosystem Continually optimize your program as regulations, standards, and business needs evolve The result is a compliance program that is not