Communicate any plan changes to ensure continued alignment ²čÑÊŁŘʴõčĔčĭİĔëİ²Č activities. ŖñÕİÕįŁõËăʴŖõčĭİĔāÕËļĴ struggled and draft a plan to improve those areas for future projects, including upskilling activities, adjusting what information is collected from stakeholders, etc. • Promote your team’s successes. • Review quick wins. Identify Do not count on your team’s ²ËËĔČĭĆõĴñČÕčļĴļĔţĆļÕİ through the organization on their own. Rather, send email updates or consider launching internal marketing campaigns to showcase some of the initiatives and successes of their owners. ñÕţİĴļļñİÕÕČĔčļñĴ²Ĵ² &c²İÕ²čĔĭĭĔİļŁčõļŘļĔ establish a solid foundation and set your tenure up for success by clarifying your role and mandate, quickly developing stakeholder relationships and developing a ĴļݲļÕëõËĭĆ²čŖõļñĴñĔİļʴ²čÑĆĔčëʴ term objectives. Chris Audet is a senior research şƎǠŧŘǵƺǠхȕƎǵƉƎưхGļǠǵưŧǠЩǨхǨǨǽǠļưŘŧх Practice. He is an experienced re З ǨŧļǠŘƉŧǠхļưşхļşȔƎǨƺǠхļŘǠƺǨǨхƥŧƁļƥх ļưşхŘƺƮǝƥƎļưŘŧхƥŧļşŧǠхƎưƎǵƎļǵƎȔŧǨϭх In his current role, he is the prima З ry research director for compliance ƥŧļşŧǠǨϮхŘƺȔŧǠƎưƁхǵƺǝƎŘǨхǵƉļǵхƎưŘƥǽşŧх compliance program management, corporate ethics and integrity culture ļưşхǠƎǨƢхƮļưļƁŧƮŧưǵϭх .ģŒƹžƤιƬϕŴžƹīͿϕºōŒƬϕĀƤƹŒĜũīϕǙĀƬϕǾƤƬƹϕơǁěũŒƬōīģϕ Āƹϕ žƤơžƤĀƹīϕ žŲơũŒĀŴĜīϕTŴƬŒŅōƹƬͽĜžŲϕŒŴϕ̄̂̄̅ ͽ
initiatives. • &ŗÕËŁļÕĭĔĴļČĔİļÕČİÕŕõÕŖĴʣ When wrapping up an initiative, review the goals and outcomes with the owner. Discuss any shortcomings and opportunities to improve the process for the next initiative. Check that those involved in the initiative are producing the intended outcomes. ăÕŘţčÑõčëĴʣĔŖ²İÑļñÕÕčÑ ĔêļñÕţİĴļɾɽɽѲŘĴʞļÕĆĆļñÕ story of your project outcomes ²čÑţčÑõčëĴļĔļñÕ &c²čÑ leadership team. Provide a summary of what you learned, potential organizational and process changes and next steps. • ÕţčÕŘĔŁİČÕļİõËĴë²ļñÕİõčëʣ Use the most accurate insights you can, even if some of them are anecdotal, and explain how ŘĔŁŖõĆĆİÕţčÕļñÕĭİĔËÕĴĴĔê measurement in the future. • Update and adjust your plans. After one quarter, use what you have learned about internal procedures, team capabilities and organizational dynamics to update plans and goals. Discuss • Summarize outcomes and ļñÕČŖõļñŘĔŁİ &c²čÑʩ or GC, particularly if you will need to modify any of your key performance metrics. • Update your strategic plan as needs arise. Periodically revisit the overall strategic plan and adjust based on the progress of the plan and any shifts in business priorities. • Regularly communicate with ŘĔŁİĴļ²ăÕñĔĆÑÕİĴʣ&Ĵļ²ÊĆõĴñ² reporting mechanism for your stakeholders that provides an appropriate level of detail.
• Operationalize quick wins. |İõĔİõļõşÕĴĔČÕĴñĔİļʴ term projects that address stakeholder pain points to garner goodwill and build momentum. Quick wins will look different depending on the maturity of your program. projects. By this phase, a new &cĴñĔŁĆÑŁčÑÕİĴļ²čÑ how compliance works at the organization, so they can add value to ongoing projects in a supporting role, not by assuming all responsibility. • Develop a formal strategy for communicating your initiatives. ĴŘĔŁţč²ĆõşÕŘĔŁİĴļݲļÕëõË initiatives, communicate your strategy to the team, including leaders and the broader compliance team. • Get involved in existing • Identify initiative owners. Identify which team members and stakeholders will be involved in the next strategic initiatives and set expectations for them — timelines, how success or failure will be measured, etc. Source feedback on the plan to make any necessary adjustments before you implement it. Give initiative owners the autonomy to build their plans and ensure they have a list of decision factors for project discontinuation. These activities should build off the įŁõËăŖõčĴļĔÕĴļ²ÊĆõĴñĆĔčëÕİʴļÕİČ projects. rŧļǨǽǠŧϮхǠŧȔƎŧȕϮхǠŧɭưŧх … rinse and repeat This is your opportunity to demonstrate the evidence of your õ荣ÕčËÕ²čÑļñÕÕêêÕËļĔêŘĔŁİ
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