Michael Rasmussen

For professionals in the realm of risk, compliance, and IT security, the role of the Chief Information Security Officer (CISO) has long been a cornerstone of organizational defense. But as technology evolves and risks become more interconnected, the role itself is undergoing a significant transformation. In a recent analysis in my piece The Death of the CISO: A Eulogy & Reincarnation, I discussed the impending end of the traditional CISO in favor of a more expansive role — the Digital Risk & Resilience Officer (DRRO).

Mark Twain famously said, “You’re never wrong for doing the right thing.” While Twain wasn’t contemplating Environmental, Social, and Governance (ESG) principles, his words resonate powerfully in a world where corporate behavior is under an unrelenting microscope. ESG is no longer a "nice-to-have." It’s a guiding ethos that challenges businesses to reconcile profitability with purpose—and to do so transparently, accountably, and authentically.

In today’s hyper-connected world, businesses rarely operate in isolation. Instead, they form part of intricate webs of suppliers, vendors, and third-party partners. These extended enterprise relationships offer a wealth of opportunities—streamlined operations, cost efficiencies, and specialization—but they also come with inherent risks. Managing these risks effectively requires a firm commitment to environmental, social, and governance (ESG) standards, operational resilience, and robust compliance strategies.

Artificial Intelligence (AI) is no longer a distant technological marvel; it's a driving force in reshaping how industries operate, innovate, and grow. From transforming healthcare with predictive analytics to revolutionizing the financial sector with automated trading systems, AI is everywhere. But as organizations embrace these advancements, they must also confront a growing set of challenges—legal, ethical, and operational—that can have serious consequences if not properly managed. This is where governance, risk, and compliance (GRC) come into play.

In recent years, the landscape of regulatory compliance in UK financial services has undergone a significant transformation. As a Governance, Risk, and Compliance (GRC) analyst, I've observed a marked shift in regulatory focus towards non-financial misconduct. This evolving trend presents both challenges and opportunities for firms striving to maintain compliance and uphold their reputations in an increasingly scrutinized environment.

AI technology and models are used across industries to analyze, predict, generate, and represent information, decisions, and outcomes that impact operations and business strategy. A range of departments, functions, and roles are beginning to rely on AI as a critical foundation for business processes that support operations, long-term strategic planning, and day-to-day tactical decisions.

As businesses increasingly depend on external partners, the concept of a "self-contained" organization has become outdated. From suppliers and service providers to contractors and consultants, third-party relationships now form the backbone of modern operations. However, with this expansion into vast networks of external entities comes an equally vast landscape of risks—many of which businesses fail to fully grasp, often resulting in costly mistakes that could have been avoided.