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What are the four dimensions used to assess Total Performance in the GRC Capability Model?
The four dimensions used to assess Total Performance in the GRC Capability Model are:
Effectiveness:
Measures the extent to which objectives are achieved.
Assesses whether the right goals are pursued with the desired outcomes.
Efficiency:
Focuses on minimizing resource consumption while maximizing results.
Ensures processes are streamlined and cost-effective.
Responsiveness:
Evaluates the organization's ability to adapt quickly to changes in the internal and external environment.
Reflects agility in addressing risks, opportunities, or stakeholder demands.
Resilience:
Assesses the capability to recover from disruptions or challenges.
Ensures long-term sustainability and operational continuity.
OCEG GRC Capability Model: Defines performance dimensions critical to GRC implementation.
ISO 31000: Aligns with these dimensions for risk management effectiveness and resilience.
Which category of actions and controls in the IACM includes human factors such as structure, accountability, education, and enablement?
The People category in the IACM addresses human factors critical for implementing and sustaining effective actions and controls.
Human Factors:
Structure: Organizational design and role assignments.
Accountability: Ensuring individuals are responsible for actions.
Education: Providing training and awareness.
Enablement: Empowering individuals with tools and resources.
Examples:
Leadership development programs.
Defining accountability matrices.
Why Other Options Are Incorrect:
A: Technology refers to tools and systems, not human elements.
B: Policies are formal guidelines, not human-centric controls.
C: Information involves data, not human behaviors.
OCEG IACM Framework: Explains the critical role of the people category in organizational controls.
Why is it important to avoid "perverse incentives" in an incentive program?
Perverse incentives are unintended consequences of poorly designed incentive programs that encourage adverse or undesirable behavior, often undermining organizational objectives.
Examples of Perverse Incentives:
Encouraging employees to prioritize short-term gains at the expense of long-term goals.
Promoting unethical behavior, such as cutting corners to meet targets.
Ignoring quality to achieve quantity-based performance metrics.
Why Option A is Correct:
Option A identifies the primary issue with perverse incentives: they encourage adverse conduct, which may lead to risks, ethical breaches, or reduced organizational effectiveness.
Options B, C, and D are not directly related to the concept of perverse incentives.
Relevant Frameworks and Guidelines:
OCEG Principled Performance Framework: Emphasizes designing incentives that align with ethical behavior and organizational objectives.
ISO 37001 (Anti-Bribery Management): Highlights the risks of incentives that encourage unethical conduct.
In summary, avoiding perverse incentives is critical to ensure that incentive programs promote desirable behaviors and align with organizational values and objectives.
How can an organization evaluate the adequacy of current levels of residual risk/reward and compliance?
Organizations evaluate the adequacy of residual risk/reward and compliance by applying structured analysis criteria to determine whether current levels align with their objectives and risk appetite.
Analysis Criteria:
Specific benchmarks or standards are used to measure whether residual risks and compliance efforts meet organizational expectations.
Criteria are based on factors like likelihood, impact, regulatory requirements, and strategic goals.
Process:
Evaluate current levels using established criteria.
Identify gaps and determine if further analysis or additional controls are required.
Why Other Options Are Incorrect:
A: Lawsuits and enforcement actions are outcomes, not methods of evaluating adequacy.
C: Removing controls introduces risks and is not a recommended evaluation method.
D: While external auditors provide insights, adequacy evaluation starts internally with analysis criteria.
COSO ERM Framework: Provides guidance on evaluating residual risk and compliance adequacy.
ISO 31000 (Risk Management): Recommends using criteria to assess and refine risk management practices.
Culture is difficult or even impossible to "design" because:
Culture is considered an emergent property, meaning it arises naturally from the shared values, beliefs, behaviors, and interactions within an organization.
Why Culture is Hard to Design:
It is not something that can be imposed or dictated; instead, it develops organically over time.
Attempts to 'design' culture must focus on influencing core elements (e.g., leadership behavior, shared values) rather than directly creating it.
Emergent Nature:
Culture evolves from complex interactions among people and systems, making it difficult to control or predetermine.
Why Other Options Are Incorrect:
A: Motivation can drive change, but culture's complexity is a deeper challenge.
C: While culture-building may take time, this is not the primary reason for its design challenges.
D: Subcultures exist but are part of the emergent nature of overall culture.
COSO ERM Framework: Explains culture as a dynamic, evolving component of organizational behavior.
Organizational Culture Models: Highlight emergent properties of shared values and beliefs.
