Category: General

Adding Cyber Security to Corporate Risk Management

Corporate boards and senior management like to focus on business. They love the numbers, the strategy and the success of a business operation. They have a passion for it and that is why they are sitting on board or managing a global company. They do not like to talk as much about risks, much less plan for them. When it comes to information governance and...

Seven Key Actions to Accelerate Your Ethics and Compliance Program

We always hear (and talk about) the rise in the compliance profession. Yes, there is increased demand for CCOs and compliance officers. More lawyers are transitioning into the compliance profession. Out in the real world, however, there are CCOs who are under the gun – they are being asked to do the impossible. CCOs are being hired and asked to take over a non-existent or...

Focusing on the Disconnect: Mid-Level Managers and Handling of Employee Concerns

We all have heard the problem: Employees want to report their concerns directly to their immediate supervisors (unless the problem relates to the immediate supervisor); Mid-level managers complain that they do not know how to handle employee concerns. Thus, we have reached the fundamental disconnect in the corporate gestalt. Chief Compliance Officers need to focus on this disconnect. How do they do so? First, they...

Kickbacks and Bribery

Companies can become hyper-focused on anti-bribery compliance. It is easy to do – just look on the Internet, Twitter and Linked In. There are plenty of groups, hash tags, postings and discussions on anti-corruption issues. This focus on corruption reflects the reality of enforcement. But when it comes to misuse of funds, there is a significant, and oftentimes ignored risk – procurement kickbacks. Believe it...

Compliance Attitudes in High-Risk Markets

A Chief Compliance Officer has a direct responsibility to promote the company’s business. That sounds like a controversial statement but it is not. Every officer and employee of a company has that responsibility. A CCO has a job – to design and implement an effective ethics and compliance program to detect and prevent Code of Conduct and legal violations. As the business grows, the CCO’s...

Lawyers and CCOs on the Front Line: Who’s on First? What’s on Second

I never thought the day would come but it has – I have figured out a way to make Abbott and Costello relevant to the compliance profession. We all know their famous routine – “Who’s on First?” If you need a good laugh, check it out HERE. When it comes to lawyers and compliance professionals, the Abbott and Costello hilarious question is extremely relevant. Some...

Building Your Third Party Due Diligence Checklist: The Right Pieces, Processes and Presumptions

A comprehensive approach to third party and vendor due diligence management is essential for any company conducting business globally.  A strong due diligence program’s purpose is two-fold: To guide your company, helping you make smart choices when it comes to international business partners, and To protect your company, building procedures and a legally-defensible documentary record that can protect you from an enforcement action (udner either...

Ethical Culture: Action Speaks Louder Than Words

“Action speaks louder than words but not nearly as often” – Mark Twain If you are too busy to read my posting, all I ask is that you read the Mark Twain quote and apply the message to creating an ethical culture. As I always say, Mark Twain would have been a star Chief Compliance Officer. He was an artist with words, and he used...

Happy Talk and the Compliance Gap – Paper v. Reality

There is nothing more infuriating in the ethics and compliance world than a Chief Compliance Officer who relies on Happy Talk reports to senior managers and the Board. The CCO who engages in Happy Talk does a disservice to the profession and to themselves. So why are companies still not embedding real ethics and compliance programs? Too many are relying on paper programs that look...

C-Suite Risks and Compliance

A nickel ain’t worth a dime anymore. – Yogi Berra With all the hubbub about ethics and compliance, senior managers somehow are able to escape any focus or responsibility for compliance programs except in a managerial context. Senior managers need to be held accountable for their own personal ethics and compliance performance as senior executives with significant responsibilities. The GM debacle is a perfect example...