How do we stay civil and retain a strong and professional corporate culture in today’s ever changing, turbulent, politically charged environment? Below are three ways to help ensure your culture continues in the right direction.
My wife sometimes says that I remind her of Fonzie from Happy Days because I may or may not have trouble uttering the simple phrase, “I was wrrrrr…” You know the one.
As the end of January rapidly approaches, I’ve been thinking about my New Year’s resolutions. Am I committed to them? Am I on the right path? Have I been achieving them? Did I actually give up on some of them too easily?
Pixar recently revealed a list of “Easter Eggs” for its films, which basically confirms that all of our favorite Pixar films such as Cars, Brave or Toy Story are connected and part of one big happy, movie family.
Our friend, James McRitchie at CorpGov.net, posted a book review last week. Anything James recommends is usually a good bet. So, I bought the book, read it, and can recommend it as well.
A high-performing GRC system will always deliver value. Always. The value of a business activity or department directly relates to its contribution to business objectives. For that reason, focusing on measuring GRC activities themselves (risk assessment, policy management, training and communication, or control management, for example) isn’t sufficient. Rather, executives must place a special focus on the desired system outcomes that result from those activities.
When developing a statement or list of core values, you should ensure that each item passes the “Well, I should hope so / hope not” test. It shouldn’t take a detective to figure out if something passes the test.