When: Tuesday, Mar 25, 2008
Time: 2:00 P.M. ET
Duration: 1 hour
Summary
Among the many unintended consequences of Sarbanes-Oxley was a new acronym: GRC. Born of an (intended) emphasis on improving governance, risk, and compliance, the acronym was quickly appropriated by providers of everything from document management to ERP. But while software plays a role, GRC is really a management discipline: it's about how to balance the often-competing demands of regulators, shareholders, customers and market forces, all without running afoul of an increasingly tangled thicket of regulatory demands.
Because the information, roles, responsibilities, and even budgets involved in GRC fall across many different business units, the CFO is often the most logical champion of an integrated approach. But even as traditional managers of risk, and even with the force of the law behind them, CFOs can find it challenging to create a unified approach to GRC.
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