Printer Friendly, PDF & Email

Measuring the strategic value of a compliance program

Amii Barnard-Bahn ( is an executive consultant, speaker, and author specializing in the success of compliance and legal executives.

If you’ve worked in our profession long enough, you know the hard reality that in many companies, executive management views compliance as a cost center, dissociated from growth. We dream of more. Of a day when compliance is viewed as intimately aligned with achieving the long-term interests of the organization.

I asked several colleagues how they would make compliance more strategic. Here is what they said.

This document is only available to members. Please log in or become a member.

Would you like to read this entire article?

If you already subscribe to this publication, just log in. If not, let us send you an email with a link that will allow you to read the entire article for free. Just complete the following form.

* required field