Internal Control Management by Design

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An Integrated & Continuous Approach to Managing Controls

Organizations are best served to take an enterprise and automated approach to internal control management across employee and third party access, business systems, and processes. This can then roll into enterprise and operational risk management and reporting that supports business objectives and is integrated with decision-making processes. This can be done through a common internal control management strategy, process, and technology architecture that supports overall internal control management activities and automated continuous enforcement from the user and process level up through an enterprise view.

The primary directive of a mature internal control management program is to deliver effectiveness, efficiency, and agility to business operations and processes. This is in the context of managing the breadth of controls across organizational systems, processes, and users. This requires a strategy that connects the enterprise systems, business units, processes, users, transactions, and information to enable transparency, discipline, and control of the ecosystem of controls across the enterprise.

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Description

An Integrated & Continuous Approach to Managing Controls

Executive Summary

Organizations are best served to take an enterprise and automated approach to internal control management across employee and third party access, business systems, and processes. This can then roll into enterprise and operational risk management and reporting that supports business objectives and is integrated with decision-making processes. This can be done through a common internal control management strategy, process, and technology architecture that supports overall internal control management activities and automated continuous enforcement from the user and process level up through an enterprise view. 

The primary directive of a mature internal control management program is to deliver effectiveness, efficiency, and agility to business operations and processes. This is in the context of managing the breadth of controls across organizational systems, processes, and users. This requires a strategy that connects the enterprise systems, business units, processes, users, transactions, and information to enable transparency, discipline, and control of the ecosystem of controls across the enterprise. 

Table of Contents

  • Monitoring and Managing Controls Effectively
    • Challenge to Boards, Executives, and GRC Professionals
    • Understanding the Interrelationship of Controls and Their Impact
    • Providing 360° Contextual Awareness of Controls
  • Internal Control Management by Design
    • Different Approaches Organizations Take in Managing Controls
    • Internal Control Management Architecture
  • GRC 20/20’s Final Perspective
  • About GRC 20/20 Research, LLC
  • Research Methodology

Author

Michael Rasmussen – The GRC Pundit @ GRC 20/20 Research, Michael Rasmussen is an internationally recognized pundit on governance, risk management, and compliance (GRC) – with specific expertise on the topics of GRC strategy, process, information, and technology architectures and solutions. With 26+ years of experience, Michael helps organizations improve GRC processes, design and implement GRC architectures, and select solutions that are effective, efficient, and agile. He is a sought-after keynote speaker, author, and advisor and is noted as the “Father of GRC” — being the first to define and model the GRC market in February 2002 while at Forrester Research, Inc.


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