"No man is an island, entire of itself; Every man is a piece of the continent, a part of the main." - English Poet John Donne's Devotions Upon Emergent Conditions (1624) found in the section Meditation XVII.
The cybersecurity sector faces a delicate balancing act between protection, progress, and business enablement. As cyber threats grow more sophisticated and widespread, organizations are increasingly challenged to safeguard their operations while still driving innovation and efficiency. This dynamic environment demands a comprehensive approach to cybersecurity that addresses rising costs, emerging threats, and the integration of advanced technologies.
The fashion industry is facing unprecedented challenges as it struggles to reconcile its complex global supply chains with mounting environmental, social, and governance (ESG) concerns. Recent revelations have cast a spotlight on the opacity of fashion supply chains, raising questions about the effectiveness of current sustainability initiatives and the industry's commitment to ethical practices.
Consider this example: one organization was spending 200 hours building a report for the board on risk events that have happened. All the information was trapped in spreadsheets that they had to aggregate, tabulate, and build this report from. Every year, another 200 hours—it now takes them a minute. The last year they did it this way, they found out they had risk issues that started eleven months back. That is not managing risk: that is reacting to it well after the fact.
The European Union has recently unveiled the AI Act, published on July 12, 2024, and set to gradually come into force from August 1, 2024. This landmark legislation, working in tandem with the existing General Data Protection Regulation (GDPR), establishes a comprehensive framework for the development, deployment, and use of artificial intelligence across the EU. As stakeholders grapple with the implications of this new regulatory landscape, the French data protection authority, CNIL, has stepped forward with guidance to illuminate the complex interplay between these two pivotal regulations.
In today's landscape of governance, risk management, and compliance (GRC), there's a prevalent but often misguided approach that begins with compliance rather than governance. If we were to parse the acronym logically, one might expect it to be CRG, or even Cr (intentionally lowercase), reflecting the common tendency where compliance takes precedence over governance and strategic performance considerations. This approach, while common, can lead to fragmented risk management efforts and overlooks the foundational role that governance plays in setting objectives and guiding risk mitigation strategies.
The last few years have shined a light on GRC (governance, risk management, and compliance) processes and shifted many attitudes towards risk. Yet, many organizations are left with numerous questions: What are the best practices to identify, analyze, monitor, and manage risks specific to your organization? Do these risk activities support future business growth, and should you implement ESG controls or reporting?