A strategically aligned GRC can help clarify a path forward as you face the challenges of new markets, geographies, or regulations, are developing innovative products, executing a strategic transaction or entering into new markets.
Here you can explore insights from PwC’s Risk Management and Compliance Solutions leaders who help companies transform GRC from a reactive, check-the-box exercise into a powerful tool able to anticipate and mitigate risk and support strategic, operational, and financial performance.
The best way to sustain enterprise risk management (ERM) programs—and generate ongoing value–is to integrate risk management processes with other business activities. Successful integration efforts require substantial planning and organization buy-in.Read more
This article describes the potential benefits from risk scenario analysis, and describes a methodology for introducing risk scenario analysis to support strategic decision-making.Read more
Enterprise Risk Management (ERM) programs that focus on and are consistently aligned with the company’s strategic priorities are likely to provide the greatest benefits to organizations. This article articulates the challenges and provides real examples of how companies have aligned strategies with risk management activities.Read more
This report discusses the benefits pharmaceutical and life sciences organizations can realize by shifting from decentralized controls and monitoring functions to an integrated IT compliance framework and monitoring organization.
GRC technology enables agile and resilient risk management processes by providing a common platform to collaborate, exchange information and conduct reporting. It also helps to eliminate manual activities and create greater efficiency within each of the three lines of defense.
5 key questions on laying a strategic foundation for strong compliance risk management.
Compliance and ethics programs have grown in popularity recently. This paper focuses on five structural trends that enable compliance and ethics to assist with the growth of an organization.
Organizations that integrate enterprise risk management (ERM) into their strategic planning efforts have found that business continuity management (BCM) enhances both their value creation objectives and their protection objectives. The confidence that comes from identifying and appropriately addressing interruption risks enables them to more boldly execute those strategic plans. But to gain that confidence requires the melding of ERM and BCM programs.
PwC conducted research to assess the state of enterprise risk management (ERM) within healthcare providers and found many are operating at comparable levels to their peers. However, given the increasingly complex and risk saturated environment providers operate in, there’s an urgency for providers to continuously enhance and improve their ERM programs beyond their current capabilities.
The best way to sustain enterprise risk management (ERM) programs—and generate ongoing value–is to integrate risk management processes with other business activities. Successful integration efforts require substantial planning and organization buy-in.
The pace of change in the retail industry has accelerated dramatically. The retail industry is struggling to manage the emerging risks it faces. Companies must act to control their loss prevention and shrink management objectives. The Loss Prevention & Shrink Management Study explores the findings from our 2015 retail industry survey.
Increased regulatory demands, the proliferation of technology, and dynamic customer and market behavior are driving rapid change in the power and utilities business climate. As utilities act to seize the opportunities before them, they must also make sure they are properly managing the associated risks and obligations in a cost-effective manner.
This article in our How to achieve excellence in risk management series, describes the potential benefits from risk scenario analysis, and describes a methodology for introducing risk scenario analysis to support strategic decision-making. Once risk scenario analysis is introduced to a management team, it often becomes a standard part of the risk analysis and planning process.
As pharmaceutical and life sciences companies act to seize the vast and evolving opportunities of this environment, they must also make sure they are properly managing their inherent risks and obligations, and doing so in a cost-effective, scalable manner. Continuous monitoring and testing can give management day-to-day assurance that what’s supposed to be happening within the company’s operational controls and compliance environment is really happening.
PwC's annual risk survey included responses from over 1,200 global business executives and leaders who shared their views about the risk climate, their companies' risk management practices, and the key risks they're worried about now and on the horizon. So what did we learn from this year's survey?
If you are looking for practical advice on how to develop enterprise risk management capabilities to support business decision-making, then you will want to read and subscribe to our series. In addition, the series focuses on continuous improvement to evolve organizations beyond the compliance-oriented initial risk assessment activities.
In today's dynamic business environment, with rapidly emerging trends driving new compliance risks and impacting legal regulation, it's more challenging than ever for companies to understand and meet baseline obligations. We explore five themes on how the compliance function can move beyond its traditional responsibilities for meeting baseline legal and regulatory requirements and toward a more strategic role in the organization.