The flavor of GRC practices depends on the nature of the business and the level of the organizational maturity.
Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity, and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals. The important characteristics of digitalization are over-complexity, uncertainty, and ambiguity.
Hence, GRC (governance, risk management, and compliance) becomes more critical than ever. Here’s the context; how should GRC programs be approached? Should technology be a driver? Can you achieve any level of GRC without automation? Can you achieve any level of GRC without people? What is the real driver of GRC? Modern corporate boards play significant roles in guiding businesses in the right direction and achieve expected business results. Here are the multiple perspectives of shaping a strategic boardroom with digital acumen.
Initiativesofgovernance The speed of change is increasing, and the business ecosystem is more dynamic. The more complex businesses become, the higher the requirement for business connectivity and governance discipline turn out to be in order to meet performance baselines and generate value, allowing different roles to work together in harmony. Governance principles, processes, and practices need to be assessed, evaluated, and modified periodically to address the latest trend, increasing business management effectiveness, performance, and resilience.
Initiategovernance Governance is about guidance and direction; to ensure organizations have set the right guidelines, clarify roles & responsibilities, with clearly defined processes in place. Focus on running your business, doing the “right things”; improving risk intelligence, and making sure that the things are done right afterward.
Initiativesofgovernance The world has become much more complex and smaller all at once due to blurred territories, virtual interactions, intriguing business reality, and global professional mobility. Governance is complex because the management discipline and GRC practices are more interdependent than ever.
Initiativesofgovernance Running a business is complex, governance as an interdependent discipline of management helps to steer business in the right direction. Governance is the structure and process of authority, responsibility, and accountability in an organization.How to enforce the organizational governance discipline depends on the nature, scale, and complexity of the organization, as well as understanding risks and barriers it faces in business changes. Without effective GRC discipline, the business will face significant risk for surviving, and opportunities which it creates cannot be properly transferred into multidimensional business value. Strong governance to enable business management dots connection is both art and science for improving organizational effectiveness and maturity.
Initiativesofgovernance The digital environment is constantly changing, forcing the business to keep adjusting accordingly. In fact, today’s organization has become much more dynamic, informative, hyperconnected, and interdependent. Governance is the structure and process of authority, responsibility, and accountability in an organization to enforce business management.
The “Future of CIO” Blog has reached 10 million page views with 10300+ blog postings in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the “hungry minds” and the “deep souls.” It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.
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The “Digital Boardroom: 100 Q&As” Introduction
The “Digital Boardroom: 100 Q&As” Chapter 1 Introduction: The Digital Board’s Composition Inquiries
The “Digital Boardroom: 100 Q&As” Chapter II Introduction: The Digital Board’s Digital Inquiries
The “Digital Boardroom: 100 Q&As”: Chapter III Introduction: The Digital Board’s Strategy Inquiries
The “Digital Boardroom: 100 Q&As” Chapter IV Introduction: The Digital Board’s IT Inquiries
The “Digital Boardroom: 100 Q&As” Chapter V Introduction: The Digital Board’s Leadership Inquiries