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In theory and in practice, compliance outcomes cannot be separate objectives overlaid on top of operational Compliance goals must be explicitly specified in the value outcomes we intend to achieve. Compliance must also have corresponding operational programs to regulate the business towards those outcomes This is the world of Operational Compliance – the way organizations operate in high-risk, highly regulated Operational Compliance Model

the systems using them that: govern, manage, and operate the businesses we work for and this includes compliance The speed of technological change poses significant challenges for compliance and its function to regulate Whether you consider compliance in terms of safety, quality, or professional conduct, these are all closely Eliot In this article I explore what makes a compliance system good (or effective) and secondly, and

Compliance is an end, a means, a measure, and a value. ➡️ As an “end” it is the outcome of meeting all

Lean TCM (Total Compliance Management) is a strategic framework that transforms compliance management Compliance Pillars / Capabilities - Develops strategic organizational competencies for sustainable compliance ISO 37301 Compliance Management Standard - Aligns with international best practices for compliance management - Provides a structured approach to meeting compliance obligations 4. the execution and monitoring of compliance activities This strategic framework ensures that compliance

Companies often consider compliance as a "necessary evil" rather than a "necessary good." This reactive approach makes compliance look more like a tyrant rather than a leader. Why is compliance necessary? Compliance, at its fundamental level, is about keeping promises to obligations that we have made. When is compliance evil?

Compliance is often organized into isolated functions that are separate from the production management However, we know that programs that support: quality, safety, risk, regulatory, environmental, and other compliance It's time to make the vertical compliance function into a horizontal compliance capability.

four primary types spanning micro-means to macro ends, demand different operational capabilities for compliance To establish these capabilities organizations must transform how they address compliance. They are in operating in the: REACTIVE COMPLIANCE ZONE. Instead of a guard rail, compliance is a dynamic enabler of compliance outcomes, proactivity, and holistic Operating in the PROACTIVE COMPLIANCE ZONE creates a strong compliance culture ensuring not only compliance

The 5 Pillars of a Benefits-Driven Compliance Program To fully reap the benefits of compliance, these Empower your organization to be accountable for compliance within their roles. Continuous Compliance : Continuous delivery of value requires continuous compliance to protect and ensure , learning environment around compliance. always being in compliance and ahead of risk.

Everything flows, and so must compliance. Compliance Improvement Spiral Compliance cannot stay the same; it must continually improve, but as importantly These forces help define the difference between compliance programs and compliance systems: Compliance Without programs, compliance does not have the context or the conditions for compliance systems to know To achieve compliance success in the year ahead ensure you have an operational compliance program to

What this means in practice is that to regulate artificial intelligence, compliance must also be intelligent Why AI Safety is Different The prevailing approach to meeting compliance obligations (ex. safety, security This approach transcends traditional compliance frameworks by establishing system design boundaries of An AI Regulatory Framework: Intelligent Compliance Laws of AI Regulation for Compliance Cybernetics pioneer It's time for compliance to be intelligent.

acting to achieve the outcomes of compliance. Continuous Compliance   Operational Compliance  acknowledges that laws, regulations, voluntary obligations , and risks require continuous compliance. What do you think about Operational Compliance? What is your mode of operation for compliance? What defines your foundational principles and beliefs surrounding compliance?

When we think about compliance we should also think about the goals we want to achieve. 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?