Governance

What subject is your organization's sacred cow? If there's a process or institution or piece of wisdom deemed immune from question or criticism, consider why. It may be the very thing that needs retooling or the ticket to your next great opportunity. In growth-oriented organizations, nothing can be above refinement.

As regulatory oversight increases, so does the importance of managing compliance risk. Given its purpose and charge of protecting the company, the Board can't afford to sit idly and leave the task of managing compliance risk entirely to others. No, the Board ought to be taking an active role here. Today, three experts weigh in on where the Board of...

Despite their loyal followings, rock star CEOs aren't all they're cracked up to be. Personality can only take you so far when your worth is measured by the results you drive. Rock stars tend to be image obsessed, where truer leaders are more self-confident and know the value of collaboration. When we know the traits of real leaders, why do...

Overly complicated systems aren't necessarily superior to more simplistic ones. Take FIFA's matrix for determining team ranking, for example. It takes either a lifelong, die hard fan to understand it or an advanced degree in math. It could be argued, in fact, that unnecessarily complex systems simply serve to distract attention from what's really going on.

Board members of healthcare organizations are under more scrutiny than ever as a result of the unique compliance requirements in the healthcare industry, as well as increased regulatory enforcement and third-party lawsuits.

Corporate governance is a phrase that most people, even those involved in it, think they fully understand when they don’t. Misconceptions about what good corporate governance is and is not are bad for business, and bad for the people involved.

Do you - or does your company - tend to make things harder than they need to be? Compliance is one of those areas that must be effective, but not overly complicated. Sometimes simpler is better. Take reporting employee concerns, for example. Some firms use multiple avenues for reporting staff concerns, but for most, with enough buy-in, one channel would...

Culture, ethics and compliance are inextricably linked. Where employees have faith in leadership to do the right thing, and where they see it being done from day to day, compliance is likely not to be an issue. Where there's a clear lack of communication and poor decision making at the top, morale plummets and reputation will undoubtedly suffer. Where does...

Is your organization "talent poor," or just afraid to let its people take risks and spearhead change? Does the company lack in influence or in confidence? High self esteem carries individuals and businesses far, but a poverty mentality takes them nowhere good. Decisions made out of fear may keep operations afloat -- for a time -- but those that go...

How effective is corporate punishment when it comes to deterring illegal behavior? That's the question. The U.S. Sentencing Commission may soon be taking a harder line against corporations involved in cartel activity, though some experts question whether individual punishments would be better deterrents. 108 months of jail time could really drive home the message.

Achieving a corporate culture focused on ethics and compliance doesn't happen by accident. It takes a concerted effort from the Board of Directors, CEO and CCO, who all must understand the importance of a strong E&C program and be committed to championing the notions. Michael Volkov offers five key ways companies can strengthen corporate governance.

An E&C program must be effective -- not necessarily convenient. Does the Chief Ethics and Compliance Officer have enough authority and autonomy? What's being reported to the Board, and does the Board have proper oversight of the E&C program? These are just some of the factors that influence the effectiveness of an E&C program.