Risk & Resiliency Management Maturity Model



A New Paradigm in Risk, Resiliency & Continuity Integration

Gone are the years of simplicity in business operations. Exponential growth and change in risks, regulations, globalization, distributed operations, competitive velocity, technology, and business data encumbers organizations of all sizes. Keeping changes to business strategy, operations, and processes in sync is a significant challenge for boards and executives, as well as management professionals throughout all levels of the business. The interconnectedness of objectives, risks, resilience, and integrity require 360° contextual awareness of risk and resiliency. Organizations need to see the intricate relationships and impacts of objectives, risks, processes, and controls. It requires holistic visibility and intelligence into risk and resiliency. The complexity of business – combined with the intricacy and interconnectedness of risk and objectives – necessitates that the organization implements a strategic approach to business and operational risk and resilience.

Successful risk and resilience management requires the organization to provide an integrated strategy, process, information, and technology architecture. The goal is comprehensive straightforward insight into risk and resilience management to identify, analyze, manage, and monitor risk in the context of operations, processes, and services. It requires the ability to continuously monitor changing contexts and capture changes in the organization’s risk profile from internal and external events as they occur that can impact objectives. As a result, organizations are measuring their current state and planning toward a future state of increased risk and resilience maturity in the organization.

Mature risk and resilience management is a seamless part of risk governance and operations. It requires a top-down view of risk and resilience, led by the executives and the board, where risk and resilience management are part of the fabric of business operations and processes – not an unattached layer of oversight. It also means bottom-up participation, where business functions identify and monitor risk and resilience that expose the organization. GRC 20/20 has developed the Risk and Resiliency Management Maturity Model to articulate maturity in the risk and resilience management processes and provide organizations with a roadmap to support acceleration through their maturity journey. 

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Table of Contents

  • 360° Visibility into Risk & Resilience

    • Dynamic, Disrupted & Distributed Business is Difficult to Control

      • What Have We Learned from 2020 and 2021?

      • The Risk Challenge to Boards, Executives, and Management

    • Integrated Risk & Resilience is the Way Forward

      • Business or Operational Resilience?

    • Providing 360° Integrated Awareness of Risk and Resilience

  • Risk & Resiliency Management Maturity Model

    • A New Paradigm in Risk, Resiliency & Continuity Integration

    • Five Stages of Risk and Resilience Maturity

      • 1: Ad Hoc

      • 2: Fragmented

      • 3: Defined

      • 4: Integrated

      • 5: Agile

  • Getting to the Head of the Class

    • Advancing Your Organization’s Risk and Resilience Maturity

      • Considerations for Moving From Ad Hoc and Fragmented to Defined

      • Considerations for Moving from Defined to Integrated

      • Considerations for Moving from Integrated to Agile

    • Critical Elements to Measure & Improve Risk & Resilience Maturity

      • Risk & Resilience Governance & Oversight

      • People & Engagement

      • Process & Execution

  • Fundamental Steps to Establishing Your Risk & Resilience Strategy

    • The Role of an Integrated Risk & Resilience Technology Architecture

  • GRC 20/20’s Final Perspective

  • About GRC 20/20 Research, LLC

  • Research Methodology

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