Running a GRC implementation with a small team is often presented as disciplined cost management. Roles are combined, specialist capacity is kept fractional, and positions considered non-essential are left out. The assumption is that the implementation can still be delivered with a leaner structure. Sometimes it can. A smaller team is not inherently a weak team, and combining roles works well where scope is limited and the person taking on the extra ground has the relevant ex

The first in a series on what determines whether a GRC platform is still trusted two years after go-live, and why none of them appear on a delivery plan. In our experience, most GRC platform implementations are reported as successful. The closure pack records the milestones met, notes some variance on time or budget, thanks the delivery partner and moves on. That account is rarely dishonest. It is just describing the part of the work that was visible from where the reporting

A practitioner view of Smart Assessment Engine as a practical ServiceNow IRM design pattern — and why post-assessment actions and targeted subflows matter. By Kairos Risk Solutions June 2026 Key takeaway Smart Assessment Engine should not be viewed only as a questionnaire capability. When combined with post-assessment actions and short, targeted subflows, it can become a practical ServiceNow IRM design pattern for turning structured responses into controlled, repeatable and a

The date is set for the implementation of CPS 230. While there is now a clear deadline for the implementation, the question is not about the when but rather if everything can be put in place by that date. Many organisations will have already been practising several of the components that CPS 230 requires but generally not with the same interaction that is not mandated by CPS 230. And there are number of new aspects that will require focus. Operational Risk Management practic

APRA’s upcoming Prudential Standard CPS 230 Operational Risk Management will require APRA regulated entities to enhance processes and and reporting in the following areas: Enhancing Operational Risk Management by: Ensuring assessment processes adequately reflect how the introduction of new components such as products/services or technologies change operational risk profiles Focusing on maintaining effective control environments to adequately manage the respective business Gr

Definition of Value Chain Value Chains originate from Business Process Modelling (BPM) and describe and end-to-end process within an organisation and where they create value for the organisation. Using a value chain enables a better understanding of who is involved when and where to deliver a product or service. The ultimate responsibility sits with the executive that heads up the area delivering the product or service but in a standard hierarchical structure they may be awar