Where do conduct, culture, and compliance intersect?

Culture has always been fundamental to determining how an organization operates.  Recently, however, the topic of culture has moved to the top of the agenda for regulators, investors, and consumers. Regulators have come to realize that that without a culture of integrity, organizations are likely to view their ethics and compliance programs as a set of check-the-box activities.

Organizations understand that culture is one of the biggest determinants of how employees behave. Strong cultures have two common elements: there is a high level of agreement about what is valued, and a high level of intensity with regard to those values. Organizations with strong positive cultures create trusting relationships with stakeholders and investors and—in turn—stakeholders and investors trust the organization and the brand.

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An ethical culture helps uphold the rules—but it doesn’t begin with them


Culture is one of those words we use a lot, but have trouble getting our hands around. At our recent Cross-Industry Compliance Leadership Summit at Deloitte University, we gave it a try. Compliance leaders from the financial services, healthcare, life sciences, consumer, energy, and other industries joined me and several of my Deloitte colleagues to discuss the challenges in culture-building that extend across disparate industries—and the common strategies as well.

The heart of the discussion focused on the notion that a culture of compliance is made up of human interactions. The right attitude can be worth more than the number of rules you promulgate. Fostering trust is a good way to earn it back. Organizations that build trusting relationships with stakeholders experience reciprocity from them.

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2014 Compliance Trends Survey Report

2014 Compliance Trends Survey ReportPosted by Tom Rollauer, Executive Director, Center for Regulatory Strategies, Deloitte & Touche LLP

Deloitte and Compliance Week magazine recently released a joint survey report on key compliance trends in 2014. The annual survey, which is in its fourth year, included 209 responses representing a wide range of industries from America and around the world. Questions focused on three major issues:

  • Do compliance executives have the appropriate authority and resources to do their jobs?
  • Are compliance executives addressing the right risks?
  • Do compliance executives use the right metrics to measure progress?

This year’s survey found some level of improvement in all three areas; however, the results were a mixed bag and overall there is still a burning need for organizations to improve how they handle their compliance activities — particularly in light of today’s increasingly demanding compliance environment and the complex new requirements associated with laws such as the Dodd-Frank Act and Affordable Care Act.

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