• The GRC Red Flag Series:

    "Putting the G in GRC - the Role of the Board in GRC"

    June 17th, 16:30 to 18:00 BST

    + On-demand

  • Headline Sponsor - Diligent

    GRC World Forums

  • The GRC Red Flags Series with Michael Rasmussen: Putting the G in GRC

    Gone are the years of simplicity in business operations. Exponential growth and changes in risks, regulations, globalization, distributed operations, competitive velocity, technology and business data encumber organizations of all sizes. Keeping business strategy, performance, uncertainty, complexity and change in sync is a significant challenge for boards and executives, as well as management professionals throughout all levels of the business. GRC (governance, risk management and compliance) by definition starts with the G for governance. Because of the board’s role in corporate governance, one would think that GRC is a board-driven strategy and initiative. However, the opposite is most often the case. It is the R for risk management and C for compliance that drive most GRC initiatives – and fail to engage senior executives and the board who ultimately have fiduciary obligations for all aspects of GRC.

    The challenge is that gRC – lower-case G intended to demonstrate a point – too often is buried in the depths of departments and approached from a compliance or audit angle, and not as an integrated discipline of decision-making that has a symbiotic relationship on performance and strategy starting at the top of the organization, the board. Organizations need to understand how to monitor risk-taking in context of governance and objectives, measure whether the associated risks taken are the right risks to achieve objectives, and review whether risks are effectively managed.

    In this month's episode of the GRC Red Flag Series we focus on putting the G in GRC. Our key takeaways of this episode is how focusing on the G of Governance in GRC enables the organization to be:
     
    • More aware: Leaders have a finger on the pulse of the business and watch for changes in the internal and external environments that introduce risk to objectives. Key to this is the ability to turn data into information that can be, and is, analyzed and shareable in every relevant direction.
    • More aligned: They align performance, risk management and compliance to support and inform business objectives. This requires continuously aligning objectives and operations of the integrated GRC capability to those of the entity, and to give strategic consideration to information from the GRC management capability to affect appropriate change.
    • More responsive: Organizations cannot react to something they do not sense. Mature GRC management is focused on gaining greater awareness and understanding of information that drives decisions and actions, improves transparency, but also quickly cuts through the morass of data to uncover what an organization needs to know to make the right decisions.
    • More agile: Stakeholders and the board require the organization to be more than fast; they require it to be nimble. Being fast isn’t helpful if the organization is headed in the wrong direction. GRC enables decisions and actions that are quick, coordinated and well thought-out. Agility allows an entity to use GRC to its advantage, grasp strategic opportunities and be confident in its ability to stay on course.
    • More resilient: The best-laid plans of mice and men fail. Organizations need to be able to bounce back quickly from changes in context and risks with limited business impact. They need sufficient tolerances to allow for some missteps and have the confidence necessary to adapt and respond to opportunities rapidly.
  • What to expect by joining

    The GRC Red Flag Series: Putting the G in GRC

    The GRC Red Flag series will identify and debate the current &

    future critical risks and regulatory changes that can impact businesses.

    GRC in the News with Michael Rasmussen

    30 minutes

    Fireside Chat

    30 minutes

    17TH JUNE - 16:30-18:00 BST

    Panel Discussion

    30 minutes

  • Joining Michael Rasmussen for Putting the G in GRC

    Brian Stafford

    CEO, Diligent

    CEO of Diligent, the world’s largest GRC SaaS provider with more than $500M in revenue. Board member at Brooklyn Academy of Music. Former head of McKinsey SaaS practice. Author of Governance in the Digital Age. Yankees fan. Constantly pushing to go faster.
     

    Nearly 1 million users from 23,000 organizations in 90+ countries rely on Diligent to create impact for all stakeholders through modern governance, risk, and compliance – including 65% of the Fortune 1000, 90% of the FTSE 100, and 83% of the ASX 200. Diligent has more than 1,500 employees and is dedicated to customer success and product excellence with office hubs in NYC, Washington D.C., London, Galway (Ireland), Budapest, Munich, and Sydney. And we are growing! Join us to help shape how transformational leaders build successful, equitable, and sustainable organizations.

    Gail Lione

    Director, Sargento and Badger Meter

    Gail A. Lione is a senior counsel at Dentons, where she draws upon her experience as a former general counsel and as an active board member to advise executive leadership and boards of public and private companies about governance, risk management, intellectual property and environmental, sustainability and governance (ESG) issues. She also serves as a Fellow of the ESG Center of the Conference Board and is an adjunct professor at Georgetown University, teaching an advanced course on strategically managing intellectual property.

    Maryann Waryjas

     Former Chair of Enterprise Risk Management, Senior Vice President, Chief Legal Officer and Secretary, Herc Holdings Inc.

    Maryann Waryjas is a corporate board director and C-suite leader recognized for her ESG focus and years of boardroom experience. She has an outstanding track record on strategy creation, effective execution, empowering teams and delivering growth. Her broad-based experience helps companies identify opportunities, assess risks and pull the most impactful levers to optimize results.

     

    As Chair of Enterprise Risk Management and a C-suite leader at The Hertz Equipment Rental Corporation and then Herc Holdings Inc. (NYSE: HRI), she was a leader in the successful migrations of the company’s complex POS and Oracle systems, developing Herc’s global key markets growth strategy, delivering digital solutions for Herc’s mobile strategies and sales, and the design and implementation of its accounting systems and controls.

    Megan Belcher

    SVP, General Counsel at Scoular

    Megan is a business function and law department leader, seasoned compliance and regulatory professional, experienced litigator, and internal and external comms expert. She is known for being a strategic business partner with a results oriented focus, while leading with integrity and imagination.
     

    Megan leads The Scoular Company's Legal, as well as its Brand Marketing & Communications teams. Before joining Scoular, she was a partner with an Am Law 100 firm in its Food & Agribusiness SBU. Between 2009 and 2016, Megan served as the Vice President & Chief Counsel - Employment Law and Compliance for Conagra Brands, then a Fortune 200 food company with $15B+ in annual revenue and an expansive domestic and international manufacturing footprint. Megan began her in house career at Conagra Brands in 2007 after six years in big firm practice.

    A trusted adviser to C-suite executives and broader management teams, she is valued for her legal acumen, ability to build relationships and exert influence, and nuanced understanding of the complex external environment in which her company operates. She is often recognized for her strengths in developing teams, mentoring talent, managing complex material issues, and leading cross-functional teams during a crisis.