C-suite Shoot-out Chief .pliance Officer V. Chief Governance Officer (httpbit.lybvzhwh)-小坂めぐる

.puters-and-Technology Apparently, the proliferation of the chief .pliance officer (CCO) in corporate America dates back to 2002, when Cynthia Glassman SEC .missioner at the time called on .panies to appoint a corporate responsibility officer. With all due respect to Ms. Glassman and .pliance officers everywhere, there already is a chief .pliance officer on the management team the CFO. Another concern, however, is emerging in the market. While some talk about .pliance and some talk about risk, nobody within the organization is bringing these disciplines together, integrating them into a holistic practice. As a result, GRC governance, risk and .pliance means nothing to everybody or everything to nobody. The solution for many .panies may be found in the corporate governance officer, or CGO. The CGO is likely to be more valuable than the CCO simply due to the relationship between .pliance and governance. Operational risk identification and mitigation are the foundation of .pliance and are the basis for the controls and policies that .pliance reporting executes. Specifically, .pliance processes serve as a data acquisition layer, gathering information during the testing and monitoring of controls and data. With that foundational data layer in place, .panies can begin managing risk with analytics solutions that interpret the .pliance information and generate options for mitigating identified risks. Finally, governance solutions can be introduced to evaluate the available options, determining the most appropriate course of action. The CCOs responsibilities, then, are really the chief financial officers job. Once .pliance and .pliance reporting are under control, the .pany is in a position to better evaluate, understand and mitigate risks over time. And those capabilities blend with corporate wellness or corporate governance, which is really focused on making the most out of a business; making it more valuable after taking into account all of the risks, strategies and reporting. That said, the chief financial officer may have a .pliance officer in the .pany who reports to him or her. That .pliance officer might be the head of internal audits or the vice president of finance, but the larger role .bines .pliance, risk and governance in that order to increase business value under the guidance of a governance officer. No single technology set addresses all of the CGOs concerns. Contrary to what some vendors, analysts, and industry observers may advise, an IT GRC platform isnt a silver bullet. An IT GRC platform is great for IT issues general .puter controls, operational controls and the like. But it .pletely ignores business and other procedural and even philosophical issues. All of which must be .bined along with IT issues into one corporate strategy. So while theres no single GRC technology set, there is most definitely a single, overarching GRC vision that must be driven throughout the organization. Thats why the CCO takes a backseat to the CGO. Quite frankly, the CGO is the person with the overriding vision. The CGO is also the person who sits in the executive teams collective head, serving the needs of the chief executive officer, the chief financial officer, and the chief operating officer. In a lot of .panies, those needs are being met by a .mittee .prising the chief information officer, chief information security officer, audit .mittee, and board of directors, among others. Relative to more familiar C-level positions, the CGO is still emerging in the corporation. Expect the CGO to follow a growth curve similar to the chief marketing officer (CMO), another relatively new member of the C suite. The CMO position relieves the chief executive officer, who is really the person in charge of corporate strategy and execution. But the CMO emerged in response to the opportunities and challenges associated with creating and applying concentrated messaging throughout the .pany, from sales and marketing to distribution, channel management, customer service and beyond. Likewise, the CGO will continue to grow as more .panies take advantage of their opportunity to create and apply a unified GRC vision throughout the .pany and thereby improve overall value. About the Author: 相关的主题文章: