What’s the best way to describe the maturity of governance, risk and compliance (GRC) capabilities?
Listening to NPR this morning, I wasn’t surprised to learn that data privacy is a huge focal point at this year’s South by Southwest event.
Its an old adage that confidence builds success. But what builds confidence? How do business leaders know that they can confidently move ahead with a strategic plan, or act swiftly to grasp an opportunity even in the face of risks?
I love books about business that show things from a new perspective, or take a peek behind the curtain of complex dealings while also being a captivating read.
We’re all enthralled, and at the same time made anxious, when we read reports about hackers and cyber-thieves getting into seemingly well-protected troves of data.
Earlier this week, I watched The Newsroom, which is sadly in its last truncated season. Amidst the main storyline echoing the real-life Edward Snowden affair, and a secondary story centered on overhearing juicy political gossip on a train, what I saw most clearly were lessons about inadequate compliance training.
Many years ago, I read a great article in which the author drew an analogy between the way that litigators often over-revise briefs until seconds before they must be filed (in a frenzied and stressful way) and something he had observed when working with rats in a research lab.
“Breaking up is hard to do” crooned Neil Sedaka as he begged his love not to leave him in one of his most famous songs, but alas, we all know that relationships often come to an end.
Before starting OCEG in 2002 with my colleague and friend, Scott Mitchell, I must confess that I was a lawyer. Not just any lawyer, but one with twenty years of corporate practice in Washington, D.C.
In a 2005 interview in the Harvard Business Review, the world chess champion Gary Kasparov was quoted as saying: Think about it: After just three opening moves by a chess player, more than 9 million positions are possible. And that’s when only two players are involved in the game. Now imagine all the possibilities faced by companies with a whole host of corporations responding to their new strategies, pricing, and products. The unpredictability is almost unimaginable.