(Note: Originally scheduled for April 11th.)
It's the standard refrain ... "What have you done for me lately?" You can’t afford to ignore the elephant in the room – proving the value and success of your governance, risk, compliance or ethics program.
Let our distinguished panelists guide you in how to overcome the key challenges in designing, implementing, and maintaining a metrics and measurement program for GRC.
Panelists
Scott L. Mitchell
, Chairman & CEO, OCEG
Jack Holleran, Senior Manager, Fraud, Investigations & Dispute Services, Ernst & Young (US)
Agenda
- Critical components of a GRC measurement program
- Why measurement programs are so challenging
- Techniques for avoiding the mistakes and surmounting the challenges
Background
Program launch, annual budget approval cycles, new initiative approvals, program or project continuation, they all hinge on whether you can prove the value of the activities over which you have responsibility. Do you have a metrics and measurement protocol for your GRC programs?
In the current business environment, where execution and performance are key, GRC professionals face higher expectations for the oversight, management and outcomes of GRC activities. The board and executive management want to know that the GRC programs are responsive, adaptive, effective and efficient. They want to know if the money they may have been required to spend due to a compliance mandate, an adverse audit finding or chose to spend as a business directive has been and continues to be well spent. Beyond a periodic current pulse, they need to see how the organization is maturing in the areas of governance, risk, compliance and ethics and whether value is being sustained over time.
Available for download, a report from Ernst & Young - Corporate Regulatory Compliance Practices
Related Benchmarking Study: Proving the Value of GRC: Measures and Metrics