Recent discussions with SVPs from a range of sectors have highlighted concerns around culture change inertia and the barriers this creates to embedding an ERM/GRC approach into organizational DNA. 'Initiative fatigue' at business unit level means new corporate programmes often fail to get traction - and when the terms 'risk', 'ERM' or 'GRC' are used the problem is magnified.
An approach I would propose is to incorporate these initiatives under the banner of improving business performance. Not only does this recognize their importance but reduces the reliance on terminology which often confuses. It also shows the link to improving the quality and visibility of information - which can only lead to better decision making and an increased chance of delivering the business plan.
Friday 5 March 2010
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I don't think that I have come across a business in recent years who has not claimed they were suffering from initiative fatigue. It seems to be a modern business phenomenon. I like to address this as an issue of ERM helping the business to take more of the right kind of risk, rather than of being a negativve blocker. That seems to resonate more with CEO's than the risk prevention story.
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