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Volume 27, Issue 3

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January 15, 2014

Compliance Networks as Knowledge Networks

As compliance programs mature, they become less top down driven and more inculcated into the DNA of a company. The more doing business ethically and in compliance becomes part of the way your company does business, the better off you will be down the road. One of the methods that you can use is to set up a compliance network within your organization. I recently read an article in the Fall issue of the MIT Sloan Management Review, entitled “Designing Effective Knowledge Networks”, by Katrina Pugh and Laurence Prusak, in which they discussed knowledge network design as a mechanism to facilitate desired behaviors and outcomes. I found their ideas very useful in the compliance context.

Generally speaking, knowledge networks are a “collection of individuals and teams who come together across organizational, spatial and disciplinary boundaries to invent and share a body of knowledge. The focus of such networks is usually on developing, distributing and applying knowledge.” This is what a compliance regime should strive for within a company’s organizational structure. The authors believe that with the design of an effective knowledge network, a company can not only affect dynamics but also drive behaviors. In designing such a knowledge network, the authors postulate that there are “8 dimensions of a knowledge network” which encompass strategic, structural and tactical issues which must be considered. They are as follows:

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