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The problem with Sarbanes-Oxley is that it doesn't always let businesses make the trade-off between the cost of fixing processes versus increases in profitability and value.

I happened across this article on how Sarbanes-Oxley is a "business blessing in disguise" since it can show you where your organization's weak points lie, so that presumably you can fix them. Although it's primarily discussing ERP systems, this same concept (business improvement/competitive advantage through compliance) is an area that I'm addressing for a client right now by looking at how BPM fits into the compliance big picture. That has me thinking about all sorts of things: BPM, business intelligence, business rules, performance management, compliance, and how they all fit together. You can be sure that there will be more on this in the future.

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