The next Compliance Week executive roundtable will happen in Dallas next month, and the topic could not be more timely as companies put the final touches on their 2015 budget plans: how to structure compliance and governance functions at a large enterprise.
By that, I mean how compliance officers work with other senior executives to build “good governance”—that harmonious cooperation among compliance, internal audit, investigations, privacy, legal, and other departments, which sounds so great at a conceptual level but remains so elusive here in the real world. How do you decide which departments handle what tasks? Who reports into whom? What types of organization endanger independence? How do you look at all of that with your CEO and the board and finally decide, yes, we have our act together?
