Your GRC Journey in Five Important Steps

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Managing GRC as a program recognizes that the effort is a journey and not a destination. This journey typically begins with several key sponsors, and then slowly expands across silos, consolidating efforts around issue management, and other priority initiatives, such as policy management, compliance, risk management, operational risk management, ethics, quality, supplier governance, information technology and security.

The GRC journey rests on a vision of moving up the maturity curve until all aspects of governance, risk and compliance are addressed. Remember - a program is a group of related projects managed in a coordinated way to obtain the benefits and control not usually offered when managing the projects individually. Managing GRC as a program allows teams to evolve the program across various stages to accelerate time to value.

Governance, risk, and compliance (GRC) as a means to reduce process redundancy, deliver risk intelligence, and improve business performance has captured the attention of leadership teams across the enterprise. GRC is also now embracing IT and security teams, often catching them unprepared to champion their unique requirements.

So, what’s the impact of GRC in terms of how we manage IT and security programs? The impact can be significant according to Yo Delmar, vice president of GRC Solutions, MetricStream; a GRC program can bring great benefits, or major woes, if not approached with the right goals clearly in sight. IT and security teams need to be actively engaged at the table, collaboratively shaping the GRC program scope in order to create real value.


Related Topics : Vulnerabilities and Patches, Resellers, Broadcom, Broadband Services, Supercomputing

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