PREVIEW: Getting started with GRC eBook

Chapter 1: Where to start

Chapter 1: Where to Start

This chapter explores the two main activities required to start the journey of implementing a GRC solution: Understanding the current state, and describing the desired future state. These are two deceptively simple statements that have the potential to become large and runaway activities.

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Chapter 2: Aligning to a vision

Chapter 2: Aligning to a vision

This chapter discusses some methods to develop a clear view of what the future state of a GRC program might look like. It explores options to align your organization around a vision and start to take action in achieving it.

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Chapter 3: How to get there

Chapter 3: How to get there

With a vision established, there is a predictable sequence of events to be followed to build a workable prioritized plan.

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Chapter 4: What first?

Chapter 4: What first?

The foundations of GRC are similar to a building’s foundations: you can’t build the roof until the basement and walls are constructed. This chapter is about identifying the tactical priorities required to achieve your objectives.

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Chapter 5: Measuring Value

Chapter 5: Measuring value

Although value can be defined many ways, for a GRC solution value is generally defined as either improving the state of maturity of a program or having a positive impact. This chapter looks at different ways to measure value.

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Chapter 6: Quick Wins

Chapter 6: Quick wins

This article is really a guide for the next time you hear that magic phrase in a meeting, and how to arm yourself with better questions to clarify what “quick wins” really mean, and how to know when or if you’ve won. Focusing on the right wins, and achieving them, is an effective way to build buy-in and momentum for your GRC program.

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Chapter 7: Executive sponsorship

If you've ever run or have been involved in a large project, you'll appreciate how critical it is to have the right executive sponsor. Your executive sponsor keeps the spotlight on the program, and at the right times, sets the stage for the organization to leverage the new solution in daily operations. At the very minimum, the executive sponsor must use the program in most discussion they have to highlight its importance in achieving corporate objectives.

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Chapter 8: Essential components

A mature Risk Intelligence program is not about just one thing in isolation.  Instead, it is a collection of people, processes and technology, with the right mix based on an organization’s level of maturity. It is also about culture and adoption, sponsorship and support. These are the essential components of a GRC program and this chapter will focus on each of them.

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