ABSTRACT
This chapter promotes the need for shared learning, meaningful workplace integration, and reporting collaboration. It shines the line on egotistical investigation practices that can unconscionably disrupt the strategic direction of an organization and its leadership, and underlines the importance for audit committees to monitor investigation frameworks and activities. Corporate investigators are usually very solid at undertaking their investigations and delivering a report specific to the allegations investigated. They are less well-developed in applying their investigative mindset on strategic, leadership, human resource, and damage control considerations that the senior executives need to know when they receive investigation reports. Compliance continues to be a primary concern for the boards and senior management of most organizations, with reputation risk pushed to new levels as a consequence of the complexity and pace of legislative and regulatory change, coupled with an increase in regulatory scrutiny and enforcement.
