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.

Uncover Risks

Initiateriskanalysis Nowadays, opportunities and risks co-exist, risk management is the discipline of managing risks and opportunities; risk intelligent organizations allocate sufficient time to identify opportunities whilst they are managing their risks. Strategic risk management actually creates value by identifying opportunities to capitalize on uncertainty and volatility to maximize gains and improve competitive positioning.

Uncoverrisks Due to uncertainty and complexity of dynamic business ecosystem, risk management, or at a higher level, risk intelligence becomes a strategic imperative for business execution. The efforts on identifying, categorizing, integrating and managing risk are critical to build business advantage in the long run.

Uncoveringrisks II In the face of an ever changing environment with accelerated speed, from the highest strategic to the deepest technical levels, "agility" as the ability to "pivot" and change direction in response to market pressure, is a fast, sure response to external stimuli promptly. The progress to make agility transformation requires overcoming varying challenges, enhancing cooperation from varying parts of the organization, synchronizing different parts of the organization to “think & act” at the compatible speed to unlock performance collaboratively.

Uncoverhiddenrisks The digital era is volatile, complex, uncertain, ambiguous, and information abundant. There are unknown interactions and very high inner dynamics so there is always something that will go wrong sooner or later. The point is how digital leaders are able to leverage analytics and "gut feeling" to uncover potential business risks, bridge multitude of insight gaps to improve change and strategy management success rate.

Inherentapproachofriskintelligence Information exponentiality and change are the new normal, uncertainty and risk are inherent in every venture. In fact, organizations encounter more risks than ever due to over-complex business dynamics, unprecedented level of uncertainty, and complex legal regulation compliance system.

The “Future of CIO” Blog has reached 7 million page views with 9600+ 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.



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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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