Generally, the public's view of organized crime comes from stories of the so-called Five Families of New York City, resulting in the erroneous conclusion that organized crime has withered away. In fact, it has merely changed. The new version is more like the gig economy, with smaller, more flexible and fluid networks of cells, like the stories we hear about terrorist groups. Legitimate financial institutions are essential in the continued growth of the new organized crime because the amount of illicit financial flows that can be circulated under bulk cash transportation is dwarfed by the dollar capacity of electronic funds transfers. Therefore, the latest reiteration of organized crime presents a threat to business and the public in different and novel ways-and business needs new information and tools to combat this danger. In this book, I will discuss how organized crime has changed, how it currently operates, its methods, and how the truth about it differs from what the public believes. I will also explore organized crime's connections with the Tech Giants, the Dark Web, and its effect on a variety of professions. In addition, the book features insights about the future of organized crime, resources for combating the threats of organized crime to business, and useful organized crime safety and prevention checklists.

The revolutionary effects of using accounting information systems by displacing manual information systems in the private and public sectors cannot be overstated. The benefits of this substitution of set of processes include increased mathematical accuracy, predefined fields and coding tasks, and de-emphasis of manual clerical labor in favor of labor adept in data processing. Reporting can be significantly automated, facilitating managerial power and control at a distance and the proliferation of global enterprises. The potential detriments are rarely accurately, completely, and timely addressed as information system vendors, management consultants, and corporate procurement teams race toward the popularly conceived state of the art. Systems are ballyhooed as continually improving in processing speed, functionality, and capacity. Users of these automated systems may not consider big picture effects, and they may not intelligently consider the conduct risks to their own enterprises by concentrating such global reach and influence at high levels of senior management without dedicating adequate resources to verifying the accuracy, completeness, and timeliness of the information systems. This book considers these risks.