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.

Initiatives of GRC II

Initiativesofgrc Governance is about how well an organization is being run and if set up right, it should oversee the achievement of the vision, mission, and objectives. In order to function smoothly, an enterprise has to be linked to the many and varied ‘touchpoints’ between itself and the marketplace environment of which it is a part today. Without governance as a steer wheel, the business will face significant risk for survival, and opportunities which it creates cannot be properly transferred into multidimensional business value.

InitiativesofbodsThe world becomes over-complex and hyperdiverse, digital disruptions are inevitable and business transformation is unstoppable. The corporate board's role is to pull management out of the trees to see the forest by enforcing governance disciplines and steering business in the right direction at a premium speed.

Initiativestoimproveriskintelligence The business world is increasing in complexity and it is more and more difficult to design fail-proof systems. Risk management is very useful for improving business effectiveness and achieving high performance results with consistency. There are numerous value propositions, it’s the ones selected that influence how risk management gets done.

Initiategovernanceinquiries Any company today has threats from everywhere. Uncertainties and complexity are a common occurrence in any walk of the progress in human society; be it social, organizational or professional. Governance is a complex process that if well executed at the different levels of organizational hierarchy, will lead to decision coherence and business effectiveness.

Improveriskintelligence The business ecosystem environment is full of uncertainty, ambiguity. In fact, companies that are still stuck with their old ways run the risk of being rapidly disrupted. Forward-looking organizations are on the journey to increase organizational agility, innovation, and people-centricity.

The “Future of CIO” Blog has reached 7 million page views with 9800+ 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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