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Celebrating 20 years of OCEG.

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Some of Our Best Resources

We selected a few of our most popular resources ↓

Over the past 20 years, several of our resources have become almost iconic in the industry. Our team has selected a few for you to download for free!

How Should We Conduct Investigations

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Illustrations

Review GRC Capabilities for Principled Performance

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Perform GRC Actions and Controls for Principled Performance

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Align Your Business for Principled Performance

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Learn Your Business Context for GRC and Principled Performance

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Pathway to Principled Performance: Strengthening Your Foundation for Success

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About OCEG

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Our History

20 years in and we’re just getting started.

20 years ago, OCEG was just an idea (on the back of a literal napkin!) that wanted to solve the $1 Trillion problem of organizational misconduct.
Today, we have over 120,000 members who lead the industry and their organizations with our ideas, resources, training, and certification.

  1. 2002. OCEG Founded

    OCEG was founded by Scott Mitchell in the wake of the “dot com bust” and notable corporate failures such as Enron, Worldcom, and Healthsouth. His initial mission was to improve corporate compliance and ethics, and so he called it the Open Compliance and Ethics Group. Very rapidly, our members found conversations expanding beyond compliance and ethics — moving into performance management, risk management, governance, and assurance. So now, we simply go by the initialism OCEG.

  2. 2003. Inaugural Advisory Board

    Our inaugural Advisory Board was composed of senior leaders from the corporate and academic communities. It was responsible for guiding and shaping OCEG’s initial mission, vision, and statement of principles. GRC was invented as a shorthand reference to the critical capabilities that must work together to achieve Principled Performance — the capabilities that integrate the governance, management and assurance of performance, risk, and compliance activities.

    View inaugural board members

    B. Charles Ames

    Co-Chair, OCEG Advisory Board
    Vice-Chair, Clayton, Dubilier & Rice; director of Riverwood and Progressive Insurance

    Ron Berenbeim

    Director of Ethics Research, The Conference Board

    Alfred Berkeley

    Former Vice-Chair, NASDAQ

    Rick Braddock

    Chairman, Priceline; Former President Citibank; Board Member, Kodak; board Member, Cadbury-Schwepps

    Beth Brooke

    Vice-Chair, Ernst & Young

    John J. Castellani

    President, The Business Roundtable

    Dan DiFilippo

    US Managing Partner, Governance, Risk & Compliance, PricewaterhouseCoopers

    Lee Dittmar

    Principal, Deloitte

    Charles Elson

    Executive Director, Center for Corporate Governance, University of Delaware

    Bob Felton

    Managing Partner for Corporate Governance Practice, McKinsey & Co.

    Jean FitzSimon

    Principal, Bridge Associates; co-chair for the Practising Law Institute’s Corporate Compliance Institute; co-chair of the American Bar Association’s Corporate Compliance Committee

    Stephen J. Friedman

    President, Pace Law School; former Partner, Debevoise & Plimpton; President of the Practising Law Institute; former Commissioner of SEC

    Peter Gleason

    COO, National Association of Corporate Directors

    Jack Hampton

    Former Executive Director, The U.S. Risk and Insurance Management Society

    Joseph Hardiman

    Former CEO, NASD and NASDAQ; former President of Alex Brown

    Dave Heller

    VP Risk Management and Chief Compliance Officer, Qwest

    Ray J. Groves

    Co-Chair, OCEG Advisory Board
    Former CEO, Ernst & Young; Director of EDS, MMC, and Gillette

    Scott L. Mitchell

    Chairman and CEO, OCEG
    Chairman and CEO, DoubleDrum Capital

    Jack Kemp

    Co-founder and chairman, Corporate Diagnostics; chairman, FreedomWorks; founder and chairman, Kemp Partners; former US Congressman, Cabinet Secretary and Vice Presidential Candidate (1935 – 2009)

    Richard Koppes

    Of Counsel, Jones Day; co-chair of Stanford Law School Executive Education; Director of the Investor Responsibility Research Center (IRRC); former general counsel and deputy officer of CalPERS

    Peter Kreindler

    General Counsel, Honeywell International, Inc.

    Patricia Leonard

    COO, American Management Association

    Andrall E. Pearson

    Founding Chairman, Tricon; director, Citigroup; YUM Brands, the Metropolitan Museum of Art, and the NYU Medical Center; professor emeritus, Harvard (1925 – 2006)

    Joseph J. Plumeri

    Executive Chairman and CEO, Willis Group Holdings LTD

    Ned Regan

    President, Baruch College; former Comptroller State of New York

    Gerald Rosenfeld

    CEO, Rothschild; Director of Case, Continental Grain

    Doug Shulman

    President, NASD Regulatory & Compliance Services

    Richard Steinberg

    Author, COSO Internal Control & COSO ERM; Partner, Steinberg Governance Advisors; former Managing Partner for Corporate Governance Practice, PricewaterhouseCoopers

    Ken Thrasher

    Chairman and CEO, Compli
    Former CEO, Fred Meyer Stores, Division of Kroger

    Gabe Shawn Varges

    Senior Executive Legal Officer, Zurich Financial Services;
    co-chair for the Practising Law Institute’s Corporate Compliance Institute; chair Corporate Counsel Association’s European Corporate Governance Committee

    Christopher E. Watson

    Chairman and CEO, Gulf Insurance

    Leo C. O’Neill

    Former President, Standard & Poor’s (1940-2004)

    Jack Jennings

    Executive Vice President, Willis; Executive Advisory Council of St. John’s University School of Risk Management

  3. 2004. GRC Defined, Red Book Released

    After months of analysis, collaboration, and vetting, the first GRC standard emerges. Originally called the Capability Model, the cover was a deep red. It quickly became known as the OCEG Red Book. It detailed practices for GRC “the integration of the governance, assurance and management of performance, risk, compliance and ethics” (from GRC Glossary).

  4. 2005. GRC Evolves, Red Book, and Audit

    After defining GRC and developing high-level concepts, the OCEG community begins work on version 2 of the GRC Capability Model and the standard gains wide adoption with over 100,000 downloads in a single year. The desire to audit governance, risk management and compliance leads the OCEG community to develop the GRC Assessment Model (known as the “Burgundy Book”).

  5. 2006. GRC Generally Recognized, Principled Performance Defined

    OCEG and GRC as a concept were fully recognized. Analysts at Forrester, Gartner, and IDC began using GRC as a way to organize software that addressed governance, assurance and management of performance, risk, compliance, and ethics. OCEG and its executives were recognized by Business Finance Magazine, Treasury and Risk Magazine and others.

    “Principled Performance” is defined to describe the goal of GRC and OCEG founder, Scott Mitchell, writes the first academic journal article on the topic (published in the International Journal of Governance and Disclosure in 2007).

  6. 2007. Growth, Development and Education

    The acclaimed GRC Illustrated Series begins and OCEG begins more broadly distributing though leadership about GRC and Principled Performance.

    The OCEG GRC “Desk Set” comprised of the GRC Capability Model (Red Book), GRC Assessment Model (Burgundy Book) and GRC Solutions Model is created.

  7. 2010. GRC Certifications and Definitions

    Certification begins via GRC Certify to help formalize the education and credentialing of GRC knowledge and skills.

    GRC Glossary is finalized and version 3.0 of the GRC Capability Model is authorized by the OCEG Leadership Council.

  8. 2015. GRC Professionals Everywhere

    The GRC movement reaches over 50,000 members. We reach thousands of professionals on 6 continents and 2,500 cities. Key updates to the GRC Capability Model and GRC Assessment Tools, along with translations into several languages drastically increases the reach of GRC and Principled Performance.

  9. 2022. 120,000 Members

    Our membership develops several new standards, courses and certifications.

    OCEG launches new visual brand to celebrate 20 years of history!

The whole board should consider joining an organization like OCEG

  • I've been to countless seminars, have achieved several certifications, but only Project: Risk Leader has helped me understand myself and develop my people skills. Those skills are just as important as my GRC knowledge.
    GUSTIONO K.
  • This was an awakening for me. I was speaking the wrong language. I was talking about risk and everyone else was talking about growth. Now I know how to connect the two. What a difference!
    KAREN C.
  • I never thought of my role as being a sales role. OCEG helped me see that, then they gave me the tools to build and sell the business case for risk.
    NICANDRO L.
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