Michael Rasmussen

In an era where risk is increasingly interconnected, multifaceted, and shifting in real time, organizations can no longer rely on static frameworks to manage governance, risk, and compliance (GRC). Traditional tools such as policies, controls, and spreadsheets, while valuable, no longer offer the adaptability required to navigate the complexities of today’s business landscape. Risk no longer exists in isolated silos; it cascades through supply chains, reverberates across organizational structures, and evolves in response to forces like regulatory change, geopolitical events, environmental disruptions, and rapid technological advancements. To thrive in this turbulent environment, organizations need GRC tools that are as dynamic and fluid as the risks they aim to mitigate.

As organizations continue to evolve in an increasingly interconnected world, it has become abundantly clear that the way we manage third-party relationships is at the heart of effective governance, risk management, and compliance (GRC). What was once seen as a linear process of managing external partnerships has now transformed into an intricate web of interconnected relationships that extend across global suppliers, contractors, service providers, and more. These third-party connections form what is known as the extended enterprise, and within this ecosystem lies some of the most pressing challenges organizations face today.

In my previous article, Rethinking ESG: Rediscovering the Meaning of Stewardship, I explored the idea that ESG, at its core, is not a political tool or a passing trend but rather a commitment to stewardship—taking responsibility for the resources we use, the communities we affect, and the systems that govern our organizations. As we continue to see ESG become a focal point for both praise and criticism, it's essential that we reframe the conversation around its true meaning. In this follow-up, I’ll dig deeper into the layers of stewardship embedded within ESG, examining its practical application across the three pillars—environmental, social, and governance—and the critical role GRC (Governance, Risk, and Compliance) plays in making this vision a reality.

Over the years, the term Integrated Risk Management (IRM) has increasingly become a focal point in discussions around governance, risk management, and compliance (GRC). While IRM gained limited traction in some circles, it’s important to remember that the concept of GRC is deeply rooted in a decades-long evolution, beginning with early work in risk management, compliance, and IT security. To understand where IRM fits, it's crucial to first understand how GRC came to be and why it continues to play a central role in managing risk and uncertainty to organizational objectives while ensuring integrity in organizations today.

In the increasingly interconnected world of modern business, organizations rely more than ever on third-party relationships. While these partnerships offer significant opportunities for growth and innovation, they also expose businesses to a range of risks that can threaten resilience and success. As geopolitical tensions and economic uncertainties continue to rise, it is essential for companies to reassess and strengthen their third-party governance, risk management, and compliance strategies. This article expands on the insights from my previous piece, Navigating the Storm: Strengthening Third-Party Governance and Risk Management in Your Extended Enterprise, offering a deeper look into how businesses can build robust, proactive frameworks to navigate these challenges and ensure sustained success across their extended enterprise.

In today’s fast-moving world, staying on top of regulatory requirements isn’t just a challenge, it’s a constant juggling act. As businesses face mounting compliance demands, they’re looking for ways to stay ahead of the curve, with speed, agility, and resilience. Enter RegTech. Positioned right at the intersection of technology and regulation, RegTech is becoming a game-changer in the Governance, Risk Management, and Compliance (GRC) space. It’s providing the tools that organizations need to not only keep up with—but get ahead of—an increasingly complex regulatory environment. As I dive into the intricacies of RegTech, I’ve shared some key insights in my original article on navigating this ever-evolving landscape.

In my previous articles, The Death of the CISO: A Eulogy & Reincarnation and Rise of the Digital Trust & Resilience Officer: Death of the CISO, Part 2, I introduced the evolving role of the Chief Information Security Officer (CISO), a shift that’s quickly becoming necessary across the digital landscape. The overwhelming response to these pieces—over 100,000 views on LinkedIn alone—showed that this transformation isn’t just a topic of interest, but one that resonates deeply across industries. While many remain attached to the CISO title, few deny that the role has grown far beyond its original scope.