The number of laws and regulations that organizations must comply with in the field of privacy and security is steadily increasing. With the accompanying stricter controls on how data is handled, there is a significant need for a structured approach that mitigates risks, takes into account internal and external laws and regulations, and initiates (governance) processes that contribute to achieving organizational goals. Where these activities were often approached in isolation in the past, Governance, Risk & Compliance (GRC) must provide the solution to no longer react ad hoc to new regulations, a data breach, cyberattacks, or findings from an audit. GRC, supported by GRC tooling, promises a synchronous approach to three areas, which should lead to more effective and efficient business operations.

Unfortunately, the reality in the field of security and privacy is not always as positive or streamlined. Tools provide outcomes and points of attention, but do not automatically solve the problems that are often hidden deeper within an organization (structure). When GRC is part of your work, you may be dealing with one or more of the following issues:

• Risk management and compliance are seen as a problem for the Information Security officer, Risk manager, or Privacy Officer. The first line does not feel ownership for the risks.
• Information Security and Privacy (IB&P) and/or Risk are considered subordinate by senior management compared to other organizational goals. Prioritization is low and commitment is fragile.
• Tools provide outcomes and advice, but time and/or organizational structure hinder proper follow-up.
• IB&P and Risk management are primarily driven by incidents and ad hoc solutions. Due to the workload, there is little time to work towards structural solutions.
• IB&P is assigned as an extra role on top of other activities within your function, resulting in tight staffing and limited effectiveness.
• In larger processes involving multiple organizational units, everyone looks to each other. Improvement points keep recurring because no one resolves them due to a lack of ownership.
• Advice is not or only partially followed up. For example, because concerns are not understood by the management. Control measures are implemented on paper, but the situation remains the same.
• In communication within the organization, IB&P and Risk seem to be of subordinate importance to other themes. Only when current events demand it, is an active stance temporarily adopted.

In this 4-day Masterclass GRC, we help you tackle these problems, streamline GRC in your organization, and equip you with sufficient skills to play a central role in this. In addition to the hard skills required for this, this training distinguishes itself by also paying a lot of attention to improving the soft skills/personal skills needed for a successful implementation and maintenance of GRC. After the training, you will return to your workplace with a ready-made action plan that you have developed during the training for your own organization.