Compliance efforts related to the Sarbanes-Oxley Act of 2002 have resulted in a full spectrum of operational opportunities and assets. Assets include the end product deliverables as well as the process and knowledge base created. Culture, process, knowledge capital and technology have all been impacted by Sarbanes-Oxley and will continue to change as the project based effort transitions into an ongoing process based effort.
To take full advantage of the opportunities Sarbanes-Oxley provides for adding value operationally, it will require a paradigm shift in the way Finance, Compliance and Operations view the compliance effort. Sarbanes-Oxley compliance should no longer be viewed as an expense but rather an investment in enterprise improvement.
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