The AACI publishes opinions and contributions written by some of its employees, management, and directors. It also publishes contributions from other experts, academicians, and professionals.
Views and opinions expressed under “Opinions” of this blog or at The AACI’s website are those of the authors and do not necessarily reflect the official policy or position of any other agency, organization, employer or The American Anti-Corruption Institute (AACI).
Mike J. Masoud | July 3, 2026 Governance failure does not always begin with silence. Sometimes it begins with questions that sound responsible but fail to test the substance of what matters. “Was it approved?”“Was the policy followed?”“Was the report submitted?”“Did management review it?” These questions may be useful, but...
Editorial Team Published June 26, 2026 Anti-corruption initiatives are usually introduced to strengthen integrity, improve accountability, and reduce corruption exposure. They may include new policies, training programs, internal control enhancements, transparency measures, whistleblowing systems, oversight committees, legislative reforms, investigative units, or governance reforms. These initiatives often begin with sincere commitment....
June 19, 2026 Strengthening institutions begins with strengthening the responsible exercise of entrusted authority.The American Anti-Corruption Institute (AACI) appreciates the opportunity for its Senior Advisor for the Middle East and North Africa, Ms. Gina Chammas GJC, to discuss The AACI’s work with His Excellency President Joseph Aoun. The AACI is...
Mike Masoud | June 17, 2026 Five Takeaways for Boards and Management Low reporting numbers are not automatic evidence of integrity. They may indicate fear, silence, distrust, or lack of confidence in the process. Supervisors often determine whether concerns are escalated or buried before they ever reach the formal reporting...
By Mike Masoud, June 10, 2026, Published on The AACI Blog Organizations invest heavily in governance. They establish boards of directors. They adopt policies and procedures. They create internal controls, compliance programs, risk management frameworks, ethics initiatives, reporting mechanisms, and oversight committees. Regulators often encourage or require these structures, and...
Why senior appointments are a governance decision, not an HR one — and what boards must do differently Mike Masoud | June 3, 2026 Five Takeaways for Board Members Five Takeaways for Board Members A poor senior hiring decision can import corruption risk before any transaction, approval, or policy breach...
Technical Staff | May 26, 2026 Oversight Requires More than Observation Many institutions believe oversight exists because reports are received, meetings are held, and dashboards are reviewed. That assumption is often misleading. Receiving information is not the same as exercising oversight. Competent oversight requires challenge, interpretation, verification, and judgment. It...
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