Just about all but the most corrupt companies want to achieve results while preserving integrity, but getting there is another story. It often involves integrating and orchestrating information and functions that, in many organizations, are fragmented and siloed.

Despite the need to integrate and harmonize in support of the health and success of organizations, many companies manage these activities in disparate departments with little if any cross-functional communication. Even worse, in others, these activities are not really managed at all; they are nearly untouched by modern business process improvement techniques.

So how do we address this growing web of issues? By adopting a vision of principled performance—a point of view and approach to business that helps organizations reliably achieve objectives while addressing uncertainty and acting with integrity. In the latest installment of OCEG's GRC Illustrated Series, we provide tips on aligning the organization to achieve a holistic, harmonized vision of principled performance.