Klient: AuditBoard, Inc.
Formát: Správa
Rozsah: 1,9 MB
Jazyk: Slovenčina
Dátum: 15.09.2025
Unlock the power of culture: A playbook for GRC teams
Are you treating culture as a true strategic asset or a nice ideal? Research from Panterra and AuditBoard shows it's often not concretely managed. Dive into survey results from 400+ GRC leaders to benchmark your team, understand common barriers, and get strategies for building a shared culture risk model.
Organisational culture is more than a set of values; it is the lens through which every risk, decision, and behaviour is expressed. Whilst nearly all governance, risk, and compliance (GRC) professionals agree on its importance, our research shows that culture is still treated as an ideal rather than a managed asset.
Panterra and AuditBoard surveyed 412 senior GRC decision-makers across North America and Europe to understand how organisations are embedding culture into risk oversight. The findings are clear: culture is valued but not fully operationalised, recognised but not owned, measured but only reactively, and addressed in silos instead of systemically.
To track and guide our progress, our research identifies several benchmarks of cultural maturity:
Organisational culture is more than a set of values; it is the lens through which every risk, decision, and behaviour is expressed. Whilst nearly all governance, risk, and compliance (GRC) professionals agree on its importance, our research shows that culture is still treated as an ideal rather than a managed asset.
Panterra and AuditBoard surveyed 412 senior GRC decision-makers across North America and Europe to understand how organisations are embedding culture into risk oversight. The findings are clear: culture is valued but not fully operationalised, recognised but not owned, measured but only reactively, and addressed in silos instead of systemically.
To track and guide our progress, our research identifies several benchmarks of cultural maturity:
- Real-time insight. Mature organisations monitor culture dynamically through behavioural signals and early indicators, allowing for timely intervention and risk mitigation.
- Tool-enabled infrastructure. Rather than relying on anecdotal feedback, mature functions use structured tools and platforms to assess and influence culture as an ongoing process.
- Cross-functional integration. High-maturity organisations align internal audit, compliance, and risk around shared frameworks, ensuring cultural oversight is collaborative rather than siloed.
- Standardised metrics. Instead of ad hoc or reactive assessments, mature teams embed consistent, proactive culture metrics into GRC workflows.
- Forward-looking measurement. Rather than focusing solely on past incidents, culturally mature organisations emphasise predictive analytics and behavioural trends to anticipate risk and support values-based decision-making.
This report makes the case for a connected, cross-functional approach to managing cultural risk — one that redefines roles, overcomes barriers, and leverages behavioural science and AI to build ethical, resilient, and strategically aligned organisations. The bottom line: A lack of strategically cross-connected culture leaves organisations vulnerable to failing by missing the emergence of potential risks, cross-functional team alignment, and stakeholder trust.
