The Mini Cooper and Project Execution in Compliance - JD Supra (press release)
Today we celebrate the birth of the British Motor Corporation’s (BMC) newest car, with the launch of the small and affordable – at a price tag of less than $800 – Mark I Mini. The diminutive Mini went on to become one of the best-selling British cars in history. Yet it was an energy crisis that led to the development of the Mini. The story behind the Mini began in August 1956, when President Gamal Abdel Nasser of Egypt nationalized the Suez Canal in response to the American and British decision to withdraw funding for a new dam’s construction due to Egypt’s Communist ties. Sir Leonard Lord, head of BMC, wanted to produce a British alternative to the tiny, fuel-efficient German cars that were cornering the market after the Suez Crisis. I thought about Lord’s thoughtful response to a political and energy crisis when I read this week’s Corner Office column in the Sunday New York Times (NYT), where reporter Adam Bryant profiled Mark Toro, Managing Partner and Chairman of North... Toro had some interesting observations, which I thought would be useful for the Chief Compliance Officer (CCO) and compliance practitioner in working towards a best practices compliance program. One of the more prescient concepts from Toro was one passed on from his father who was a mechanical engineer. Source: www.jdsupra.com
