Chapter 15
Turning On the Lights
with GRC and CPM
In This Chapter
Making a case for GRC and CPM integration
Seeing CPM and GRC integration in practice
Understanding the reusable technology of GRC
I
n this chapter, we look at the relationship between corporate performance
management (CPM) and GRC. The goal of our analysis is to show how cre-
ating processes for collecting and analyzing the data that is used for GRC
overlaps to a significant extent with CPM. If you think about both GRC and
CPM at the same time when you are designing ways to gather and make sense
of information, you can cut costs and create a flow of high-quality data that
helps run the business better (which is the goal of CPM), while at the same
time achieving the goals of GRC.If you’ve slogged through this book’s coverage about the many different ways
of complying, managing risk, and governing your company, it should be clear
that making GRC processes work effectively is quite a bit of work. The same
thing is true of improving CPM processes to get better information. Although
some of this work is mandatory and other tasks just make good sense, one
thing is clear — most companies’ investment in GRC is a major one, so com-
panies must maximize the benefit by making every step meet as many needs
as possible.The fundamental idea is that GRC or CPM shouldn’t be addressed in a narrow
way. When you approach either topic, you are looking at a business process
and how it needs to be monitored and controlled. What kind of information
must be provided to evaluate operation efficiency, levels of risk, and compli-
ance with regulations? A full set of requirements involves tracking the aspects
of the process that may be useful for both CPM and GRC. This chapter exam-
ines the things these two processes have in common and recommends some
ways of thinking about both topics at the same time.