From Policies & Excel to IMS & GRC
All organizations, regardless of their stage of development, apply core management functions to some degree: strategic planning, business planning, operations, and control.
There are foundational elements that define why an organization exists, how it pursues its vision, which values it follows, and which long-term objectives it aims to achieve. Strategic goals cascade into annual business objectives and plans, which then drive activities and execution. Operations can be viewed through Porter’s value chain, with support activities and primary activities that create value. Finally, the control function tracks processes and performance indicators in order to correct course and improve outcomes.
To plan resources, activities, and their interactions effectively, organizations adopt a process approach and often choose formal standards such as quality management systems. The goal is to benefit from structured management mechanisms.
At the same time, regulators and lawmakers are increasingly setting frameworks that require organizations to continuously assess the need for standards, perform risk assessments, and implement mechanisms that demonstrate compliance. Examples include updated personal data protection rules, anti-money laundering and counter-terrorist financing requirements, tax regulations, and sector-specific rules that change more frequently.
Viewed through the management framework, business objectives, standard requirements, and regulatory and legislative context, the following principles become the norm for implementation:
- Plan–Do–Check–Act (PDCA), the core of the process approach and the backbone of international quality standards
- Risk- and opportunity-based thinking, with decisions grounded in risk assessment
- Consistent execution across the value chain in order to meet customer and client requirements
Maturity Levels
Organizations progress through different maturity levels that vary in formalization, structure, adherence to standards, and process automation. The most common stages are outlined below.
Policies and Manual Tracking
The focus is on designing and drafting policies that reflect how the organization operates. Required documentation is created, while records such as events, reports, and work orders are tracked manually, mainly in office tools, and documents are stored on shared locations. At this stage, standards adoption and regulatory compliance are uneven, demonstrating requirements is difficult, and efficiency is low.
Standardization
Processes, procedures, and work instructions are defined in line with desired or applicable standards, with implementation managed separately by domain. In addition to office tools, organizations introduce document management systems, simple databases, and standardized reports. Smaller organizations see efficiency improve. In medium and large organizations, maintenance and data freshness require significant effort, and manual tracking remains prominent.
Integrated Management System (IMS)
An IMS consolidates and centralizes key activities. Administrative work around tracking opportunities and risks, compliance, and relationships with clients and suppliers is reduced. The groundwork is laid for more advanced planning, reporting, and operational tools. At this level, the management system and standards frameworks align in most areas, and after a period of stabilization the organization is ready for the next step.
GRC Platform
The organization is highly standardized and ready to introduce a platform that enables near real-time event capture, process orchestration, and auditability by design. Governance, Risk, and Compliance (GRC) becomes the central brain of the management system and is used at both managerial and operational levels. This is especially valuable when multiple standards are applied in parallel and the regulatory landscape is more complex.
Automation and Continuous Management, Compliance, and Security
The final level involves continuous improvement aimed at deeper automation of processes and data collection. Business needs determine where to invest, such as integrations, automation, and continuous monitoring.
Triggers and Motivations to Move Up a Level
Common triggers for moving to higher maturity levels include:
- Growth in business volume and management’s need for timely, reliable reporting
- Clear ownership and accountability at every level, including defined process owners and RACI
- Simultaneous application of multiple standards and more complex regulatory demands
- The need to operate more efficiently and effectively, with less manual work and a single version of the truth
Learn more about how PING GRC can help your organization: