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5 Ways to Elevate the Board’s Oversight of Compliance

Posted by - September 29, 2017
Expanding the View to Include Culture Does your organization view compliance as a “check the box” exercise? Many companies do. Chuck Saia, CEO of Deloitte Risk and Financial Advisory, feels differently and shares five ways a board can start broadening its view – and management’s view – of compliance to…
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The Top 5 Mistakes Boards Make in Overseeing Compliance

Posted by - September 15, 2017
How to Avoid Costly Missteps Russell Reynolds Associates’ Cynthia Dow and Anthony Goodman, compliance and board experts, interviewed leading chief legal officers, chief compliance officers, former investigators and board directions to under the biggest compliance missteps boards make. with co-author Anthony Goodman We can all easily recount a recent compliance…
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Setting the Tone: No Back Seat for the CEO

Posted by - August 24, 2017
How the CEO Can Best Support Compliance Keeping a tight rein on compliance is the name of the game for every business entity, whether early-stage, family-owned or large multinational. And – while it’s the CEO who ultimately sets the tone – the culture of compliance has a strong foundation in…
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5 Strategies to Infuse Compliance Companywide

Posted by - August 11, 2017
How the CEO Can Support Compliance Many executives view compliance as a “check the box” proposition. In this column, LeClairRyan attorneys Brian Lansing and Patrick Hurd argue that a focus on compliance should permeate the entire organization, in much the same way that Amazon obsesses about customer service. It all…
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The Key to Improving Corporate Culture

Posted by - August 11, 2017
3 Ways to Affect a Different Kind of Climate Change In light of the corporate compliance failures that have entered the news cycle, compliance programs have increasingly focused on the role culture plays in causing these failures. However, while most compliance executives understand the link between culture and employee misconduct,…
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10 Keys for Executives to Manage Reputation Risk

Posted by - August 3, 2017
When a good reputation is difficult to build and easy as pie to destroy, it’s a business imperative to manage the company’s reputation carefully. Jim DeLoach outlines five critical areas leadership must pay close attention to, and 10 factors total that can be critical in managing reputation risk. With today’s…
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The Board’s Overlooked Role in Compliance

Posted by - August 2, 2017
How Involved is Your Board? It’s long been said that an effective compliance program can’t exist without a strong culture of ethics and compliance. Also critical is tone from the top, without which there’s no clear directive for the organization and employees on the importance of compliance. The board of…
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Managing Employee-Driven Privacy Risk

Posted by - June 12, 2017
Risk Profiles for Key Employee Groups It’s becoming an all-too-familiar scenario: a hacker steals an organization’s customer and employee data, creating substantial remediation costs, slowing down the business and generating negative publicity. That said, there is a far more common cause of concern — employee risk. Nearly 60 percent of…
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United’s Crisis Mismanagement and Corporate Culture

Posted by - April 20, 2017
United Airlines made headlines last week for an incident involving the forcible removal of a paying passenger from one of its planes. In the 10 days or so since, United has been navigating a PR nightmare. The company’s CEO, Oscar Munoz, was quick to respond, but his apology rang hollow,…

Peeking Through the Windows

Posted by - April 18, 2017
Today we take a look at how Microsoft drives integrity and compliance in all they do. The company’s Microsoft Runs on Trust campaign was designed to embed and promote a culture of trust and transparency. Also key is the multinational corporation’s commitment to ensuring not only the right tone at…
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It’s the Culture, Stupid!

Posted by - March 23, 2017
How do business leaders create a sustainable, ethical business culture? An important first step is helping the organisation stay focused on ethical concerns. Then, they must bolster this focus with practical actions, such as making sure there are shared values, having a credible code of ethics and ensuring continuous ethical…
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Here’s the Number – Go Make it Happen!

Posted by - March 16, 2017
They say drastic times call for drastic measures. But organizations are expected to operate with integrity even in the lean years. In the past few years, there have been several high-profile instances of financial reporting manipulation, including Wells Fargo, Toshiba, and GSK. When does “managerial discretion” cross the line into…