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This will, of course, be verified by internal and external audits. Organizations might be in compliance today or at the time of their last audit.

Compliance often imagines non-conformance or audit findings as low hanging fruit or more specifically We look for them using audits, we pick them from the ground and take corrective action to pick them from rather than all commitments Relying on best efforts rather than best results Focusing on Inspection / auditing

number of compliance issues open The number of hours of training per employee The number of internal audits completed on-time The percentage of outstanding post-audit issues The number of complaints And so on As a result, companies have become experts (or now require hiring them) to support the business of auditing They have created the equivalent of an America's Cup yacht optimized for one purpose - winning the audit The compliance function is now so optimized around passing audits that it is unable to adapt to changes

They might even have all the boxes checked and able to pass an audit.

full compliance with all legal and regulatory obligations measured by conformance as evidenced by zero audit regulations, and standards ( state them here) with an ultimate goal of zero breaches verified by third party audit Instead of audit being the primary function, compliance assurance, risk and performance management will

how to identify risks embedded in quality, health and safety, and environmental programs may require additional changes to risk management: Risked-based thinking requires companies be proactive instead of waiting for audit You cannot audit your way to better compliance.

RACI) Support for early and late binding of responsibilities during execution Audit of design, model

Compliance often becomes a labyrinth of obligations, commitments, controls, audits, processes, and many Regularly audit your management program to identify and remove obligations (internal or external) that with existing compliance areas, consider modifying your current fulfillment systems to accommodate the additional

These capabilities are often directed at the reactive side of compliance focused on reporting, audits

Organizations that want to take greater ownership of their obligations are finding the traditional audit In essence, compliance needs to be engineered rather than just audited. We need to engineer our compliance not just audit our conformance. We need Compliance Engineers.

While this element-first approach might achieve a certification or pass an audit quicker it seldom delivers

This new mindset would be closer to managing risks rather than managing audits. Instead of inspection and audits as the trigger for change, organizations would now be expected to set Compliance for many had focused on managing actions coming from audits rather than proactively preventing However, when it comes to compliance and such things as inspections and audits these are seen as waste prescriptive obligations and a focus on implementing "shall statements" in order to pass certifications and audits