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Evolve Compliance Solutions

Performance Capabilities

Without deep knowledge, we are prone to having a “checked that box” attitude and continuing to do things “the way we always have” until something disastrous happens. Thinking about the right things in a focused way is essential to developing deep knowledge and understanding across your organisation and ensuring lasting growth. For some organisations Governance, Risk and Compliance (GRC) is just another language, another thing to take attention away from what directors, CEO’s and the board do best “run their business”. Having that deep knowledge is foundational to creative problem identification and solving however asking experts to partner you through ensuring guidance and support just makes sense. You wouldn’t put a new employee on the floor without induction, guidance and training and in the same way new compliance requirements and obligations are placed on you without consultation and training. That guiding right supporting structure can be achieved without great expense and time and in a way that assists you to achieve your goals. Give us a call today. Type your paragraph here.

cognative compliance 

To achieve growth and achieve its performance measures, an organisation must monitor and conduct compliance activities for its established GRC actions and controls to ensure they are utilised and are functioning properly to meet objectives. Changes to the external and internal context will demand changes are effected with the organisations overall operating structure to ensure robust capabilities are achieved through the design or reconsideration of strategies and aligning the SMART strategy to developing objectives and targets.

Balance your compliance program

Risk based approach to change in governance, risk and compliance 

Typically, compliance programs are heavily weighted toward creating and managing corporate Policies, Contract requirements and legal compliance. There is often a significant gap when implementing such controls by ensuring that the workforce competently understands and can effect or acts on those requirements, this is as equally important as maintaining the control itself, failing to identify this process significantly reduces the effectiveness of the control as it will simply become ‘white noise’ when up against operational efficiencies and therefore gets little or no attention. This is often emphasised by the controls being managed through predominantly manual, disconnected and inefficient ways.

Partnering with a solution that maintains guidance throughout the integration process, exceedance of workforce expectations and provides the appropriate framework assisting execution and accountability whilst providing significant benefits, such as issue management and balance for the compliance programType your paragraph here.

​Your Governance , risk and compliance partners

Risk Management is the outcome of the implementation of an appropriate Governance strategy, structuring your organisational culture and developing an appropriate Risk Management Framework that meets business requirements, supported by a system made up of appropriate people, process, and technology. It must become part of how the business operates, rather than something special and silo’d. Governance,risk management and compliance measurement are strong strategic indicators when implemented properly this ensures the right information, to the right people, and the right time so that they can make appropriate decisions based on taking risks within the business appetite whilst closely monitoring outcomes closely ensuring continuous improvement. 

We all know that managing the myriad of changes in risk and compliance requirements, policies and related procedures isn’t simple. It demands a systemised approach and assignment of responsibility to flag triggers for change, archive or acknowledge the need for change, supersede older versions of things we are changing, and notify and support relevant parties of the changes so that you maintain a unified implementation of the changes.

Ask yourself this question before implementing ‘change for change sake’:

  • What is the ripple effect of the change throughout the organisation?
  • Are we planning this change so that it causes minimal disruption to the business or another functional area?
  • How are we going to communicate this change throughout the functional silos of the organisation so that they quickly realise new operational requirements, mitigate risks and drive improvement?

Too often, change management in (GRC) Governance, Risk and Compliance falls short , leading to disruption and lack of support for the critical risk and compliance activities that enable effective governance. The solution is to adopt a risk-based approach by challenging strategies around the management and overall methodology for increased efficiency in operations and collaboration through implementation enforcing lasting Improvements.Type your paragraph here.