Lean Thinking and GRC Program Initiatives

Having had a lean manufacturing background in my past has helped me to apply lean thinking concepts to a variety of industry problems no matter whether they are found in the "front office",  the "back office" or at a program level across an enterprise. Our organization has a history of helping to not only conceptualize a cross-enterprise program initiative, but also to plan them, design them, execute them, monitor them, enhance them and even audit them. Most of our experience over the last 10 years has been with Governance Risk and Compliance (GRC) program initiatives. Some of the more rewarding work has been with GRC convergence strategies and with the incorporation of lean thinking into GRC programs.

When we step back and assess (or audit) a GRC program initiative, we like to find at the core a set of principles that guide congruency. Congruence is the state achieved by a coming together such as the arrangement of concentric rings where the principles are in alignment and form a holistic approach to problem solving. Congruence also connotes achieving agreement. Yet, our findings have indicated that companies approach GRC program initiatives from a very different direction. In many, if not most cases, GRC programs are founded on an enterprise-class GRC application software platform.

I'd like to initiate a discussion that centers on the founding of progressive GRC program initiatives that employ lean concepts as their core founding principles rather then technology. I'd like to hear from the movers and shakers (people that help to found GRC program initiatives or help to carry them out) so that we can get a sense of whether any lean concepts are being used with GRC programs to provide strategic shareholder value in a way that transcends the status quo.

We can also delve into the specifics of lean if you'd like to, as we go along. The terms are many, but they are both compelling and they provide a level of thought leadership that can enhance any GRC program initiative through the fundamental concepts of journey to excellence, stabile business processes, elimination of waste, incremental change, slow & steady improvements, etc. There are many more but let's see if this is a discussion thread that draws peoples' collective interests?