Compliance changing culture requires proactive collaboration
Compliance teams might recognize opportunities for changing culture. To do so, they need to adapt readily in both purpose and approach and embrace innovation.
THIS IS MEMBERS-ONLY CONTENT
You are not logged in and do not have access to members-only content.
If you are already a registered user or a member, SIGN IN now.
Related articles
-
ArticleHow to deal with cultural arrogance
Arrogance is an unpleasant trait to deal with in our professional careers. It is, however, perennial. Learning how and when to face it will be a long-term useful skill.
-
ArticleSix ways to mitigate a bad day at the office
Bad days differ for everyone, but there are steps we can take to make them less likely or easier to handle. These six tips might help the compliance professional and their business as a whole when the going gets tough.
-
ArticleWho will be suited to compliance roles in the 2020s?
The challenges for compliance moving forward through the decade will become more insidious in nature. The profession requires fresh thinking and different perspectives, complemented by creativity, curiosity, and care.
More from Ethics & Culture
-
PremiumCompliance should be a business partner, not a blocker
Compliance has long been viewed by some as the “Department of No.” What typically happens is a new product or service is being launched, and compliance is brought in at the end of the process. Inevitably, the compliance team finds aspects of the new product or service that violates a ...
-
EventLearn to identify, redirect unethical behavior at summit
A panel at Compliance Week’s Ethics and Compliance Summit will use interactive exercises, real-world case studies, and DOJ guidance to “equip participants with actionable tools to navigate high-pressure environments and build stronger, more human-centered compliance cultures.”
-
PremiumExperts explain why red flags can often be ignored due to ‘underlying systematic issues’
Companies spend huge sums on audit, risk management, and compliance to alert them about potential legal issues before they escalate into serious corporate governance failings. There’s only one problem, however–they often misread their own early warning signs or ignore them altogether.