Insight
KPMG has the deep experience and a tested methodology to deliver solutions across the spectrum of governance, risk and compliance.
The first step toward a more effective governance, risk and compliance (GRC) program is a well-defined vision, strategy and roadmap for implementation. For instance, in the absence of a well-defined plan to implement new GRC technologies, these tools will fall short of expectations and requirements and become nothing more than a repository for documents.
The papers discuss key questions that should be asked to determine GRC program implementation readiness, regardless of where your organization is in the process. Topics covered include but are not limited to the below:
- GRC Technology Assessment
- GRC Program implementation roadmap creation
- GRC governance structure
- GRC data rationalization and data migration
- Success criteria: strategy testing and evaluation criteria
- Enterprise GRC Lifecycle methodology
Avoid pitfalls
Organizations at the beginning of their GRC journeys can avoid pitfalls by defining expectations, timing and key activities from the start.
A strong vison, strategy and roadmap for program implementation allows companies to better connect and manage the myriad components of their GRC projects across the organization. Clearly defined governance and program ownership avoid decentralized management and stakeholder confusion,
helping the organization meet deadlines and drive consistent results. Ultimately, by thinking through tomorrow’s challenges today, organizations set the right tone for a successful GRC implementation down the line.
Key program deliverables and accelerators
Once primary issues and goals are defined, KPMG works with organizations to develop a plan of action for a successful GRC program and technology implementation.
- GRC guiding principles. Articulate the overall goal and objectives of the initiative for each stakeholder group from the onset. Assess current and future stakeholder involvement, and determine executive buy-in.
- GRC governance structure. Set clear escalation channels and role alignment between the risk, audit and compliance teams, other stakeholders, and technology vendors. Clearly articulate roles and responsibilities.
- High-level roadmap. Establish a clear path for the future to execute program activities in a timely and transparent manner. Assess the maturity of existing GRC program components and activities and determine desired future optimization.
- Success criteria. Specify use cases, data and system measures against which progress should be monitored, and hold both the organization and the technology vendors accountable.
The KPMG difference
KPMG has the deep experience and a tested methodology to deliver solutions across the spectrum of governance, risk and compliance. We differentiate ourselves through the following:
Expertise.
Our team of subject matter professionals have the skills and knowledge to provide implementation and support services that meet varied GRC needs across a wide range of industries.
Flexible methodolog.
KPMG’s GRC methodology enhances risk management programs, quality processes, regulation- and industry-mandated compliance programs, and corporate governance initiatives, all tailored to each company’s specific needs.
Track record of success.
We have effectively assisted multiple clients in implementing holistic, end-to-end
GRC solutions, as well as in transitioning vendors with little disruption.
Proven solutions.
We identify and offer tools that accelerate readiness and implementation activities for core GRC applications, and our strong relationships with many providers help provide a cohesive experience for our clients.
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