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Exception Management Explained: Mastering the ‘Last Mile’ of Compliance and Risk Monitoring resource Featured Articles Member contribution

Hours, days or weeks? Those are the options that confronted senior internal auditors, compliance executives and their operational colleagues as they evaluated how long it should take for business process owners to respond to potential internal controls violations.

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Ask the Analysts resource Featured Articles OCEG Reviewed
Submitted by OCEG Staff on Sep, 20 2008
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Chris McClean, John Haggerty and Michael Rasmussen
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Ask the Analysts: GRC Techology 2008 resource Featured Articles OCEG Reviewed
Submitted by OCEG Staff on Jun, 14 2008
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Privacy Meets Incident Reporting, Leaving Companies Reeling resource Featured Articles OCEG Reviewed
Submitted by OCEG Staff on Jun, 13 2008
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By Steven A.
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Government Contracts Supplement Selected Sections resource Featured Articles OCEG Reviewed
Submitted by OCEG Staff on May, 30 2008
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Survey Highlights: Code of Conduct Survey Reveals Serious Weaknesses (Axentis, OCEG, 2008) resource Featured Articles OCEG Reviewed
Good corporate governance transcends mere compliance with a checklist of externally mandated behavioral requirements. Executive management must also ensure that individual employees conform to a broader code of conduct (CoC).
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OCEG Survey Shows Business Leaders Seek and Value- The GRC Strategy Study resource Featured Articles Member contributionOCEG Reviewed
Submitted by Knowledge Manager on Sep, 28 2007
Press Release
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Leading Corporate Integrity: Defining the Role of the Chief Ethics and Compliance Officer (CECO) (August 2007) resource Featured Articles Member contributionOCEG Reviewed
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This paper responds to a problem expressed by many professionals tasked with leading the ethics and compliance efforts in their organizations: most CECOs do not believe they have been given sufficient authority and resources to accomplish their missions.
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Elephant in the Room: Program Evaluation and Performance Measurement resource Featured Articles OCEG Reviewed
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Over the past few years, organizations have focused a lot of time, energy, and resources on designing, implementing and improving compliance and ethics programs. Some executives are appropriately asking “Is all of this work really working? Are we actually and factually delivering outcomes that really matter?”
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