Business risk consulting - Integrated governance, risk and compliance | Brochure
They are expected to deliver against a range of key performance indicators (KPIs), including profitability, customer satisfaction, revenue growth, market share, market value and brand awareness. At the same time they face escalating demands for information from outside stakeholders, regulatory bodies, analysts and the media.
To help keep tabs on complexity, keep regulators at bay, keep stakeholders informed and continue to deliver performance against KPIs, a well-planned and responsive iGRC structure is crucial.
If not properly established, executives will remain in reactive mode, continually distracted by the latest crisis and unable to take a proactive role in shaping risk management in order to increase the value of the organisation.
Instead of paying lip service, in response to external pressures, the internal organisation must adapt to apply best business principles to manage risk.
When this is achieved, expenditure falls too. “If you embrace iGRC wholeheartedly and take an integrated, enterprise approach, it’s going to cost less than a collection of fragmented processes,” says Lee Dittmar, Deloitte’s global leader for governance, risk and compliance consulting.
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