It is probably in the nature of things that governments realise new legislative projects and do not bother to abolish outdated laws. This inevitably leads to more and more bureaucracy, with sometimes contradictory regulations. Recently, administrations have been establishing digital solutions, but these often do not work or only work to a limited extent. Frustrated and vociferous, the various business organisations are addressing the problems with politicians and administrations at all levels. This is by no means a purely national political phenomenon. At worst, the impression of dysfunctional structures is also stylised into unrealistic arrogance through poor communication by state bodies. General resentment breaks out and is immediately misused by parties on the fringes. At least some bureaucratic monsters are manageable and so we are doing our bit for democracy here, "demonstratively" so to speak.
Decision-makers are often at the centre - or rather between two stools - of new guidelines and regulations. Compliance is expected from "above", which often seems difficult to realise operationally. This is precisely because the operational business demands full attention and takes up available resources. And then there is also the gap between realistic and practicable implementation ideas. It is precisely at this line that opinions are usually divided - and that is a good thing. Only the interpreter and bridge builder between the worlds should not be missing.
In traditional production, DIN and ISO standards can only be implemented to a limited extent. Project-oriented organisational structures were not taken into account in the design. Guidelines, processes and management systems think in procedural terms, in strictly recurring uniformity. On set, the opposite is the norm. Plan-Do-Check-Act cycles do not bridge the gap to the rigid head office. Requests for change simply do not reach the conceptualisers of the rules and regulations. But they insist on compliance and so the logical consequence is contempt for the lack of reality on the part of those who earn the money for those who want to fulfil their duties and thus relieve the management.
Occupational safety, money laundering law, antitrust law, data protection and now also sustainability obligations. With so many rules, you can't make films anymore, some say. Others suggest hiring lawyers instead of directors. Once the fronts have hardened, it is indeed difficult to constructively resolve the challenges. If you consider the logic and perception of both positions, i.e. the rule watchdogs at head office and the realisers on location, and bridge any gaps with professional and technical expertise, added value is created for everyone. When implemented correctly, decision-makers in production also benefit from release and protection.
Incidentally, the Supply Chain Act, ESG, GRC, non-financial reporting obligations, CSRD and CSDDD have a high degree of consistency. Ultimately, it's about mindfulness and technology. Every team member needs sufficient access to training in order to develop their own gut feeling for the value compass. It is certainly organised differently today than it used to be, but it is quickly adjusted. Once key aspects have been identified, they are effectively managed and documented using a risk-based approach. And that's it. Once set up, it's not rocket science.
However, the parties involved do not have a choice as to implementation. Laws and case law in recent years have convincingly pointed the way towards management obligations. Increasingly, unbelievers are paying with their private assets and even their freedom. It's a bit like driving a car: If you want to take part in road traffic, you have to abide by certain rules. Not everyone gets caught, but if they do, it can be unpleasant.
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(Author: Markus Vogelbacher)