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problem facing organizations in highly regulated, high-risk environments is how to properly govern their operations about aligning the ends with the means, or better, bridging the gap between organizational outcomes and operational Management) These approaches overlap to various degrees but differ in how they work, and where they operate How would it need to operate and what is essential for operability? Lean TCM operates in the middle of an organization, bridging the gap between outcomes and objectives

Programs bridge the gap between operational objectives and organizational outcomes by elevating the quality Programs are an essential component of operational compliance, necessary (but not sufficient) to meet

(a) The owner or operator shall establish and implement written procedures to manage changes (except (c) Employees involved in operating a process and maintenance and contract employees whose job tasks (e) If a change covered by this paragraph results in a change in the operating procedures or practices For the MOC, the pipeline operator shall identify the potential risks associated with the change and procedures or safe operating limits; c) include changes in organizational structure and staffing levels

Companies without stakeholder trust discover they don’t have approval to operate in the communities they Businesses first gain trust by acquiring a regulatory license to operate which requires that specific In some industries this is called a social license to operate demonstrated when stakeholders give their Compliance programs protect against the erosion of value by keeping businesses operating between the establish effective risk & compliance programs to provide the assurance needed for their business to operate

What we are seeing is only the beginning of a trickle down effect emerging from regulatory reform over Most of this transformation has centered around the adoption of risk-based: strategies, operations, and is perhaps more important is that it is happening bringing with it continued changes for those who operate

Compliance should adopt an operational and performance-based approach found in functional departments Functional managers know how to negotiate operational goals and objectives, develop strategies and plans While these obligations do overlap with legal obligations they require operational capabilities similar They do not know what compliance looks like from an operational and proactive perspective. The good news is that organizations have been doing the act of compliance with respect to operational

requirements needed to satisfy the conditions by which a regulatory license is given for a company to operate In addition, organizations need operational programs to meet performance targets and deliver compliance teaching organizations the essential concepts and principles that underlie management programs based on an operational This measure of operability provides a true assessment of effectiveness that all programs must achieve and improve over time.

Compliance is not solely about adhering to rules but encompasses integrity, alignment, and operational It ensures that companies operate within the boundaries set by society and mitigate risks associated Integrity, Alignment, and Operational Excellence However, compliance goes beyond the mere adherence to Compliance helps align organizational values with operational objectives. Compliance is rooted in integrity, alignment, and operational excellence, serving as a triple threat

While this may fulfill individual compliance objectives, it can create significant operational inefficiencies Streamlining multiple compliance programs can reduce duplication, waste, and operational risk.

We want to operate within ethical, legal, and beneficial boundaries necessary to maintain mission success Improvements are triggered by incidents of operating near or outside the lines.

millions of interactions per day. It's "where do humans exercise judgment in a control system that needs to operate at AI speeds?" Cybernetic theory breaks regulation into three orders: First-order  is the operational stuff—watching AI providing the variety at operational speeds. you're trying to figure out how to govern AI systems responsibly—how to meet your duty of care when AI operates

nature of environmental obligations through the lens of regulatory, social, and government licenses to operate be mapped to the following three type of licenses: Obligations arising from a regulatory license to operate These come from accepting public responsibilities to behave in line with the conditions of an operating Obligations arising from a social license to operate . for many organizations focuses mostly on external obligations associated with a regulatory license to operate