Among the many unintended consequences of Sarbanes-Oxley was a new acronym: GRC. Born of an (intended) emphasis on improving governance, risk, and compliance, the acronym was quickly appropriated by providers of everything from document management to ERP. But while software plays a role, GRC is really a management discipline: it's about how to balance the often-competing demands of regulators, shareholders, customers and market forces, all without running afoul of an increasingly tangled thicket of regulatory demands.

Because the information, roles, responsibilities, and even budgets involved in GRC fall across many different business units, the CFO is often the most logical champion of an integrated approach. But even as traditional managers of risk, and even with the force of the law behind them, CFOs can find it challenging to create a unified approach to GRC.

In this webcast, CFO.com Editorial Director Tim Reason discusses the people, processes, and technologies that are part of a holistic approach to governance, risk and compliance with Michael Rasmussen, president of Corporate Integrity LLC.

Among the topics they will cover are:

• the history and definition of GRC, the challenges of GRC
• how to integrate the processes related to GRC
• how to create a technology blueprint for GRC
• why GRC will likely grow in importance