Thursday, July 28, 2022


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.

GRC Understanding

Initiatereputationconnectivity The dynamic business and global environment keeps throwing a new set of situations to deal with. The highly reputable organizations are held together by vision and inspiration rather than fear and control; by purpose and engagement rather than silo and distraction; by growth and learning rather than inertia and stagnation.

Innovationgovernanceaspects Governance is by definition a framework of principles, practices and indeed ethics; separate, different and outside the setting and subsequent control of business strategies, budgets, outcomes and metrics (in short, management discipline). Statistically, innovation management has a considerably low percentage of success rate and there are numerous learning curves and barriers on the way. Innovation has to deliver business objectives, but it needs the right kind of governance to thrive.

Initate Corporate Governance Clarity and Disciplines The business environment today becomes more dynamic and uncertain than ever, governance ensures business effectiveness by enforcing accountability and collaboration. The more diverse, the more regulated, the more geographically dispersed an organization is or becomes, the more important an integrated or federated governance discipline should be.

Insight Upon Governance Governance is to frame business management, it should orchestrate change, do it with trust and flexibility. It’s about how well an organization is being run and if set upright, it should effectively oversee the achievement of the business strategy. How to enforce organizational governance discipline depends on the nature, scale, and complexity of the organization, as well as understanding its risks and conduct. Governance is neither linear nor single dimensional nowadays, it should be understood via multidimensional lens and get enforced holistically.

Interwoven GRC Capability & Maturity The capability is the ability to achieve the desired effect under specified performance, standards, and conditions. There are multiple perspectives of organizational capabilities, and there are all sorts of capabilities. High mature capability can only be developed and sustained via strong governance discipline. There are a multitude of distinctions between corporate governance responsibilities and management responsibilities; such as governance structure, governance process, governance mechanisms, governance practices, and governance metrics, etc.

The “Future of CIO” Blog has reached 7 million page views with 9300+ 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.

The "Digital Boardroom: 100 Q&As" Slideshare Presentation

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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


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