If storage is cheap, why bother dealing with legacy data, right? Wrong. Ignore it at your peril.
Where does the board’s role begin and end regarding risk? A company's core objective is to create and increase wealth for its shareholders.
In today’s world with a global economy, e-commerce, and utilization of technology to do business, the Big Bad Wolf will not knock on the front door. Instead, the Big Bad Wolf sits at home in its den using a computer to hack the data network and steal customer information, back accounts, social security numbers, and money.
What recent history has taught us is that hackers are becoming more sophisticated, attacks are becoming more malicious -- and no industry or organization is invulnerable. Service organizations that move beyond basic compliance measures are poised for rapid growth over the next few years.
Advancing ethical corporate cultures starts with designing effective education programs that promote awareness, impart knowledge, and breed an organizational sense of ownership and responsibility around business conduct.
While the goal of thinking holistically is laudable, the question arises as to what it means from a practical standpoint. DeLoach offers insights - and ways to put the approach into practice.
There are lessons to be learned from recent cases to guide how companies approach the idea of commissioning outside reports and internal investigations to address potential crisis situations...
This executive summary kicks off the first of a 12-part series from LRN's 2015 Risk Forecast Report. Read them all right here -- CCI will bring you a new article from the report every other week.
Mr. Spock and his pursuit of logic inform today’s blog post. Every compliance practitioner is aware of the need for a risk assessment in any best practices compliance program; whether that program is based on the US Foreign Corrupt Practices Act (FCPA), UK Bribery Act or some other compliance law or regime.
for some companies, the new guidance — and the linkages to an existing strategic planning process it requires — can substantially change how they manage their business, create operational efficiencies and even boost profitability.
Many efforts to implement ERM are unfocused, severely resourced constrained, and pushed down so far into the organization that it is difficult to establish relevance. The near-term results are “starts and stops” and ceaseless discussions to understand the objective.
The deadline has passed for implementing the 2013 COSO internal control integrated framework. But if your organization is among the many that have yet to put the new framework in place, don't panic yet. The SEC will be on the lookout for companies operating under the older guidelines, but you likely still have some time to comply. Follow these steps...
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