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Compliance Change Management
Implementing compliance is a process of change, yet too many people don’t take the time to make this change.
Compliance is a process and it often requires people and organisations to behave differently. Having policies and procedures is one thing, but changing the culture in a company is another. Many organisations talk about aspiring to a culture of compliance. This is easier said than done, as to achieve this requires a deep understanding into the behaviour of staff and the motivators that promote that behaviour. Compliance is not about drafting policies and procedures and sending them out by email with a demand that they be followed, but rather a change process, following recognised steps to make change that is effective.
This service is useful if:
- you have a compliance program but fall short of having a culture of compliance
- you have great compliance skills but want to supplement this with effective change management and change acceleration skills
- you have programmes where the behaviour hasn’t changed, but has just "gone underground"
- your staff don’t take compliance seriously, and tend to seek over-rulings and escalate to management all the time
- your sales management talk the talk about compliance, but simply don’t walk it, and when push comes to shove about compliance, they don’t support it.
Benefits:
- Makes compliance more useful and directed to the needs of the business
- Enhances your compliance program by changing underlying behaviour – not just changing policies and procedures
- Helps implement programs by focusing on human behaviour, making the change more effective.
Case study
A large healthcare company instructed us to help build their third-party compliance programme. This programme involved conducting audits on third parties (in this case, distributors). These distributors were small and located in emerging markets. Typically, the audits resulted in the distributors being terminated. Our firm helped to build a programme that engaged with the third parties and helped move them towards compliance. Many did not understand the notions of compliance already firmly established in developed markets, and needed guidance and direction on how to improve – not just an annual audit where they could potentially lose their right to distribute products based on their ignorance of compliance.
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