Fear can be a powerful generator of upstanding conduct, say Stephen Wagner and Lee Dittmar. But business runs on discovering and creating value. In this month's Harvard Business Review, the authors discuss how smart companies are finding unexpected value in Sarbanes-Oxley Act compliance. Wagner, who is the managing partner of the U.S. Center for Corporate Governance at Deloitte & Touche LLP, and Dittmar, who leads the enterprise governance consulting practice at Deloitte Consulting LLP, talked with Computerworld's Kathleen Melymuka about how companies can use compliance to their advantage.
Stephen Wagner, managing partner of the U.S. Center for Corporate Governance at Deloitte & Touche LLP
Stephen Wagner, managing partner of the U.S. Center for Corporate Governance at Deloitte & Touche LLP
What were some of the big control gaps that early Sarbanes-Oxley efforts uncovered?
WAGNER: We found in many instances that control documentation was way behind or didn't exist. A second issue was the tone at the top: the communication out of the boardroom and the CEO suite that sets the stage for the organization, including how it deals with ethical standards.
See full Interview.
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