One of the major challenges faced by CRO’s across the Financial Services industry is how to drive and sustain cultural change as they look to move beyond a tick-box approach to risk and compliance and deliver meaningful change and significant value to the business. 

Many CRO’s have a clear vision about where they want to take their GRC framework and approach but they struggle to engage the wider senior team and find it difficult to generate support within the business. Although gains are made, losses are quick to follow if change isn’t correctly embedded. Resistance builds when; too many attempts to drive GRC change are made, businesses suffer from ‘initiative’ fatigue or GRC change is seen as bringing bureaucracy rather than tangible business value.