#148 – HOW TO MAKE AUDIT MANAGEMENT EFFECTIVE – GREG CARROLL

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GregCarrollEffectiveness is the holy grail of Compliance Management.  Whether regulatory or ERM, ensuring business is conducted as intended is the base requirement to optimising your organization’s performance.

Let’s face it, business spends its money where it will deliver the best return, i.e. to shareholders, so the key to increasing the compliance budget is to measure compliance as a factor of performance not as a safety net. Continue reading

#145 – DEMYSTIFYING RISK – LIFE VS. DEATH – GREG CARROLL

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GregCarrollRisk management is suffering from too much consultant-speak – mystifying what is a standard business practice. When inducting new staff in the concepts of risk management, I use the most obvious analogy which clarifies the issues simply: that of our own mortality. Continue reading

#144 – EFFECTIVE CONCURRENT ENGINEERING REDUCES PRODUCIBILITY RISK – JOHN AYERS

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AAAMost companies have policies and procedures for concurrent engineering but many are ineffective for various reasons resulting in poor implementation of improved producibilty in their products. I have made this observation based on working for a variety of companies in different industries. Three examples of different approaches I encountered are presented below for your consideration. Two of the examples were used by defense companies, one of which I consider excellent and the other poor. One method was used by a commercial company is one I consider to be very good. Continue reading

#144 – BEHIND COMPLIANCE MANAGEMENT FAILURES AT MITSUBISHI, VW, AND TARGET – GREG CARROLL

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GregCarroll2016 has seen a virtual tsunami of compliance failures involving some of our largest companies. From Mitsubishi to VW, from ANZ to Target, almost weekly there have been media reports about some company employees having run amok – unbeknownst to their executives and boards. People are asking: “What happened to the compliance management systems that are supposed to monitor and prevent such abuses?” Executives and boards are naturally starting to question the entire compliance management function. Continue reading

#144 – ENTERPRISE RISK MANAGEMENT AND STRESS – JIM KLINE PH.D.

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aIMG_4231Introduction

Enterprise Risk Management is the process of determining what an organization’s operational risks are and the appetite that upper level management has for those risks. The idea is that by identifying the risks ahead of time, the risks can be avoided or mitigated.

Like all such procedures, the goal is worthy. However, there are weaknesses. One of the little recognized problems is how people react under stress. Continue reading