When our customers are establishing ERM and Policy Management programs within Onspring, the question of “who owns these risks/policies/controls?” comes up time and time again. Unfortunately, finding the right people to own process-level or content-level items can be quite challenging.
About Evan Stos
Evan leads the professional services team for Onspring solutions.
Entries by Evan Stos
Clients often think that moving from one platform to another is “scarier” than moving from spreadsheets into a platform. But the reality is, the spreadsheet-to-platform conversion is usually more onerous! Evan Stos demystifies the platform-to-platform migration process in four simple steps.
Getting help with software implementation from trained experts is great. But what happens when the consultants are gone? Will you be equipped for success? Evan Stos shares three helpful tips for becoming self-sufficient and “owning” your solutions right away.
Too many decision makers purchase a tool based on the fact that it “can” automate GRC/other business processes, not on “how” it does it for your organization. Just like buying a volume maximizing shampoo will indeed clean your hair…beware the unintended consequences.
I have a running list of recurring phrases in GRC (there are quite a few), and I’d like to share two of them with you: specifically, my favorite and my least favorite. And since I think I read somewhere that it’s always better to lead with bad news (or maybe it was the other way around?), I’ll start with my least favorite: “What are other people doing?”
An application built into a GRC platform to facilitate a business process will never truly be “finished.” When you first implement a business process, think of it like you would a software product. What you just implemented is essentially “version 1.0.” Over time and through repeated end-user exposure, users will request updates. Some of those updates will be minor, like adding a value to a dropdown list, and some will be major, like completely overhauling users’ access.
If I showed you a picture of a Sasquatch or a unicorn, chances are you would be able to identify them almost immediately. That is to say that nearly everyone knows exactly what they are even though they haven’t been proven to exist. In most cases, the “Fully Integrated GRC Program” fits within the same category. Anyone that has been working in GRC recognizes the concept immediately, but chances are there’s no proof that integrated GRC is fully alive within the organization.
Convenience drives so much of the innovation in the consumer market, often removing nearly all of the human interaction (or thought process) required to do a task. My point is this: When implementing various business processes into a GRC platform, a technology used to make completing those same everyday processes more convenient, be wary of “over-automation.”
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