Compliance is not easy. Organizations across industries have global clients, partners, and business operations. The larger the organization the more complex its operations. Adding to the complexity of global business, today’s organization is dynamic and constantly changing. The modern organization changes by the minute. New employees come, others leave, roles change. New business partner relationships are established, others terminated. The business enters new markets, opens new facilities, contracts with agents, or introduces new products. New laws are introduced, regulations change, the risk environment shifts (e.g., economic, geo-political, operational), impacting how business is conducted. The dynamic and global nature of business is particularly challenging to compliance management. What may seem insignificant in one area can have profound impact on others.
Compliance obligations and ethical risk is like the hydra in mythology—organizations combat risk, only to find more risk springing up. Executives react to changing compliance requirements and fluctuating legal and ethical exposure, yet fail to actively manage and understand the interrelationship of risk and compliance. To maintain compliance and mitigate risk exposure, an organization must stay on top of changing regulatory requirements as well as a changing business environment, and ensure changes are in sync. Demands from governments, the public, business partners, and clients require your organization to implement defined compliance practices that are monitored and adapted to the demands of a changing business and regulatory environment.
Compliance activities managed in silos often lead to the inevitable failure of an organization’s governance, risk management, and compliance (GRC) program. Reactive, document-centric, siloed information and processes fail to manage compliance, leaving stakeholders blind to the intricate relationships of compliance risk across the business. Management is not thinking about how compliance and risk management processes can provide greater insight. This ad hoc approach results in poor visibility across the organization and its control environment.
Yesterday’s compliance program no longer works. Boards desire a deeper understanding of how the organization is addressing compliance risk, whether its activities are effective, and how they are enhancing shareholder value. Oversight demands are changing the role of the compliance department to an active, independent program that can manage and monitor compliance risk from the top down. The breadth and depth of compliance risk bearing down on companies today requires a robust compliance program operating in the context of integrated enterprise risk management.
This workshop aims to provide a blueprint for attendees on effective compliance management in a dynamic business, regulatory, and risk environment. Attendees will learn compliance management governance and process that can be applied across the organization at either an enterprise or a department level. Learning is done through lectures, collaboration with peers, and workshop tasks.
Objectives of workshop:
Attendees will take back to their organization approaches to address:
Benefits to attendees:
Who should attend?
Part 1: Compliance Management by Design
Why Compliance Management Matters
Part 2: Compliance Governance
Blueprint for Effective Compliance Management
Part 3: Compliance Management Lifecycle
Managing Compliance in Context of Business and Regulatory Change
Part 4: Compliance Management Architecture
Enabling Information & Technology Management for Compliance Management
Michael Rasmussen – The GRC Pundit @ GRC 20/20 Research, Michael Rasmussen is an internationally recognized pundit on governance, risk management, and compliance (GRC) – with specific expertise on the topics of GRC strategy, process, information, and technology architectures and solutions. With 23+ years of experience, Michael helps organizations improve GRC processes, design and implement GRC architectures, and select solutions that are effective, efficient, and agile. He is a sought-after keynote speaker, author, and advisor and is noted as the “Father of GRC” — being the first to define and model the GRC market in February 2002 while at Forrester Research, Inc.
LockPath® was created by GRC experts who recognized the need for intuitive GRC software that was flexible and scalable to serve ever-changing and expanding organizations.
In addition to the company’s founders, LockPath’s executive team comprises top industry professionals in the fields of software development, accounting and consulting, cybersecurity, financial services, market development and other industries. LockPath employs dozens of talented professionals and has several open positions.
LockPath serves a client base of global organizations ranging from small and midsize companies to Fortune 10 enterprises across industries. Along with their ecosystem of technology and channel partners, LockPath provides unparalleled customer satisfaction from initial project discovery discussions to ongoing customer support.