To some degree, conformance/compliance is inherent within the value-driven performance.
1 Far too often, compliance culture is weak, compliance is reduced to an administrative matter of compiling nice documents which are often shelf-ware only.
2 A good compliance system must have morals and ethics incorporated into it.
3 Gravitas is essential for a governance or compliance executive to demonstrate his/her beliefs, convictions, and resolve by influencing both decision-makers and staff.
4 The current governance model is still skewed by too much emphasis on compliance, too much “hands off” and now a host of social and politically correct pressures being applied.
5 To some degree, conformance/compliance is inherent within the value-driven performance.
6 Performance without conformance/compliance is not genuine; conformance without performance adds very little to the firm value.
7 In allocating board meeting time, it’s important to structure the agenda so strategic and performance related issues come first, and compliance issues towards the end. Otherwise, there is a risk that the compliance or conformance issues crowded out performance matters.
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