The assumption that a measure of compliance is equivalent to regulatory effectiveness (and the accomplishment of policy objectives) is naïve and unrealistic.
For governance, risk, and compliance to be valuable, leaders must first understand that GRC is not a technology, a linear low-level activity, or risk-based thinking and documentation. Rather it represents a synergy between structured leadership, risk-reward balance, and organizational integrity. Together, they create a foundation for organizational effectiveness and sustainability.
Are your GRC initiatives valuable—or are you just checking regulatory boxes? Read this white paper to find out.
