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It's interesting that compliance focuses much of its attention on identifying, tracking, and auditing Unmatched obligations to promises may be a better indicator of future compliance performance than simply auditing

performance indicators and success metrics Stakeholder ownership and review processes Regulatory drivers and audit

There may be cases in which more is required – in which additional safety precautions tailored to fit And this begins with taking ownership for each obligation and not waiting for an audit or a fine for

What we can be certain of is that reactive, check-box compliance focused on audits and action items will

Now, I am not saying management should now adopt a check-box or audit approach that is followed by traditional What we have learned since then is that inspection and audits seldom improve quality.

So they act slowly, audit every step, as limiting as that might be, with hopes that everything and everyone

to be prescriptive written in the form of “shall statements” and subject to external inspection and audits Compliance is addressed by closing gaps found in audits or when incidents arise. 2. Behaviours Completing Actions to Optimizing Systems Creating Outputs to Advancing Outcomes Conducting Audits

organizations stay on top of their compliance obligations, ensuring that they are prepared for regulatory audits

This requires a new approach that aligns more with operational excellence than it does audit and reporting

Integrate quality indicators into your compliance program: Incorporate them into your internal audits

of the compliance resources are dedicated to regulatory obligations these are managed primarily by audits

Success Criteria : How you'll measure the effectiveness of your new compliance capabilities—not just audit