State of GRC: A Future of Agility, Resiliency & Integrity
Below is an abstract and the video of my keynote from the Konnect 2022 conference. My next keynote will be at #RISK in London on November 16th and 17th where I will also be the chair/host of the conference, and doing a special executive breakout session on ESG. The keynote video details the challenges organizations face in GRC and risk management in the current context, currently in the era of ESG. If you wait to the end, you will find that the numerous questions in the audience (about 500 people attended) were all on ESG.
BTW – the graphic above on this post is actually a drawing that was done by an artist of my keynote as I was delivering it. The actual artwork was huge, 4 feet x 6 feet. I love how the artist captured my thoughts from the keynote . . .
I hope you enjoy this video as much as I did delivering it to such an engaging group of attendees at Konnect 2022
Organizations take risks all the time but fail to monitor and manage these risks effectively in an environment that demands agility. Too often GRC management is seen as a compliance exercise instead of something truly integrated with the organization’s strategy, decision-making, and objectives. However, business operates in a chaotic world, and risk has an exponential effect on the organization. Even a small event can cascade, develop, and influence what ends up being a significant issue. Risk management inevitably fails, providing case studies for future generations on how poor risk and resiliency management leads to the demise of organizations – even those with strong brands.
To be agile and maintain integrity in an environment of interconnected objectives, risks, resilience, and integrity requires 360° contextual awareness of risk and resiliency — particularly in the era of ESG. Organizations need to have risk under one roof to see the intricate relationships and impacts of objectives, risks, processes, and controls with complete 360° situational awareness, intelligence, and holistic visibility.
Dissociated siloed approaches to risk and resilience management that do not span processes and systems can leave the organization with fragments of truth that fail to illustrate the big picture across the enterprise or the impact on strategy and objectives.
