| You are bombarded with a range of opinions on the | | | | There are even those who say that the goal of |
| impact from governance, risk management or | | | | management can be to take more risk when risks |
| compliance systems or processes you are | | | | can be better estimated, planned for and managed. |
| implementing or maintaining. It will help to think of | | | | A third and possibly middle viewpoint in this discussion |
| these discussions and even arguments in the three | | | | is that there is a balancing process. Unrestrained |
| camps below. | | | | agility or start-up attitudes can lead to expansion |
| A first group argues that Sarbanes Oxley, | | | | mistakes consuming huge amounts of people and |
| governance improvement, risk management | | | | financial resources. Unrestrained governance or risk |
| processes and methods or compliance applications kill | | | | mitigation can turn a company into a faceless |
| initiative, destroy agility or are prohibitively expensive. | | | | bureaucratic driven business, destroying profits, cash |
| Their preference may be to do the least required | | | | flow, and employee satisfaction and initiatives. |
| under what they feel is a necessary evil. | | | | All three groups can describe situations supporting |
| A second group will say that project management | | | | their positions. Some of those situations may not be |
| with senior executive sponsorship strategically | | | | appropriate to your business. Other cases or aspects |
| planned and managed can improve those areas of | | | | of them may be very appropriate to your situation. |
| Sarbanes Oxley, governance improvement, risk | | | | When you make an effort to honestly listen to all |
| management processes and methods or compliance | | | | three camps, what ideas do you get to improve your |
| applications by improving underlying systems, process | | | | company balance on this issue of corporate |
| and methods. This then results in more cost | | | | governance, risk management, and compliance |
| effective and better functioning companies. Their | | | | continuum while recognizing your corporate culture |
| preference may be to push for more expansive | | | | and need for flexibility and agility? |
| systems as doing what they feel is right. | | | | |