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Risk Management

The Importance of Asset Management Compliance in 2021

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When the COVID-19 pandemic arrived in 2020, it forced many financial services and investment management companies to implement new technology quickly: messaging apps, collaboration tools, document sharing services, and more. At the same time, those firms had to heed new regulations and re-evaluate their risk management policies as they sent employees to work from home until further notice.

This transition was especially difficult for companies that hadn’t previously supported a remote workforce. Compliance officers lost sleep as they grasped the potential risk of staff using home computers and unsecured wifi networks that may or may not live up to regulatory requirements.

Simply put, the management of corporate assets—data, applications, networks, and even the physical computing devices employees use—became far more challenging, and important, to get right. 

How a remote workforce made asset management compliance more difficult and more important 

In the days when employees mostly worked on-premises, IT managers could keep tight control over corporate data and software systems because everything was right there: customer information, sales figures, and proprietary information never had to leave the building. Managing your data and IT assets to comply with regulatory obligations wasn’t necessarily easy, but at least all those assets were under the CISO’s and compliance officer’s control. 

The pandemic demolished those days. Businesses that didn’t have a remote access policy (because they never needed one) were suddenly at risk for making costly mistakes that could lead to expensive and embarrassing data breaches. 

A host of new questions suddenly surfaced, that made management of your IT assets much harder. For example: 

  • Are VPN connections secure, and do they timeout when not in use? 
  • Where do remote workers store company owned hardware, such as laptops, USB drives and external hard drives, when those things are not in use?
  • Are passwords stored in a secure manner, rather than written on a sticky note pasted to a computer monitor? 
  • Is remote access granted in such a manner that employees only have access to exactly what they need, making it easier to shut down unauthorized access to the network?
  • What is the process if a remote employee is terminated and has to return company-owned hardware? 
  • Can you continue to meet compliance requirements for your industry and protect sensitive data? 

As you can see, risk management looks quite different when your staff is spread out over many zip codes and timezones, using equipment and software far from your immediate control. 

Managing physical assets and inventory

When COVID forced people to work from home, tracking IT and data assets became far more difficult for compliance officers to do. Operations managers purchased and implemented new hardware and software primarily to meet their immediate needs and hoped those new IT systems would meet compliance requirements—but with little confirmation that their new arrangements actually did meet those requirements. Working from home meant a huge change to any regulatory environment that never before had included remote staff. 

As employee workflows changed dramatically, compliance programs had to follow suit and somehow achieve the same due diligence and oversight as when all employees were under one roof. That meant new risk assessments to identify vulnerable spots in improvised procedures, often using technology that had just been implemented.  

Those challenges will carry over into 2021 as COVID persists. As businesses move from those emergency measures last year, to sustainable operations and compliance this year, consider these steps to keep management of your IT assets well in hand:

  • Appoint a chief compliance officer or, for smaller organizations, a compliance team that’s responsible for making sure you meet all new regulations. This team should also be responsible for obtaining, rewriting, and distributing new compliance policies.
  • Identify the regulatory bodies that govern your business and make sure you know exactly what is expected of your organization. 
  • Conduct audits on a regular basis. The best way to do this is to hire a third party to verify that you are following all procedures and regulations. 
  • Make sure your staff follows all new guidelines, especially where new workflows are involved. It’s tempting to fall back on the old and familiar, especially during stressful times. The old and familiar is no longer fit for purpose in our new and uncertain world.
  • Automate as much as you can. For example, implement barcodes and scanners to track computer inventory. 
  • Plan for the worst possible data breach you can imagine. Hacking continues to be a menace, so make sure you disclose to your clients, donors, and customers how you protect their personal data, credit card numbers, and other vital information.

Compliance and asset management tools

As you forge a path for your business through the COVID pandemic, it may seem overwhelming to stay in compliance with new regulations and keep track of your assets. 

We are here to help you manage it all and keep your business safe. ZenGRC’s compliance management, risk, and workflow management software lets you roll diverse tasks into a single Compliance Management Tool. This intuitive CMS platform not only keeps track of your workflow, but makes it easy for you to find areas of non-compliance or high risk, before a risk becomes a real threat. 

Worry-free compliance management is the Zen way. For more information on how ZenGRC can enable your CMS, contact us for a demo.

Tips for Effective Vendor Contract Management

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All businesses contract with vendors and service providers, either routinely or periodically, for services that they can not do themselves. This can be anything from contracting with a payroll company to process your payroll, to a beverage company that stocks your soda machine.

But all vendors, regardless of how routine or “unrisky” they may appear, should be evaluated and monitored through your risk management process. 
Failure to execute due diligence and adequately manage your vendors can result in over-spending, non-compliance, violation of service level agreements (SLAs), and more. These outcomes can all be avoided through proper contract management, which includes budgeting, project oversight, and effective communication.

Vendor lifecycle management is now considered a core component of enterprise risk management for successful organizations. Applied properly, it can facilitate greater value from your vendors, reduction of risk, and maintenance of quality and compliance standards.

Today we’re going to share tips on how you can succeed at vendor contract management. First, let’s clarify what we mean by the term itself.

What is vendor contract management?

Vendor contract management is a key part of the overall vendor management lifecycle. It refers to how vendor service agreements are monitored from start to finish.

While the exact process may vary from one organization to the next, the vendor contract lifecycle broadly looks something like this:

  • Sourcing vendors
  • Procurement 
  • Authoring
  • Contract Negotiations
  • Approvals
  • Execution
  • Obligations
  • Vendor Performance
  • Compliance
  • Renewals
  • Closeout

How do you manage vendors effectively?

Regular measurement and analysis of key performance indicators (KPIs) should include:

  • Routine tracking and scheduled evaluation 
  • Emphasis on uncorrected performance issues 
  • Measures that show the correlation between vendor performance and business success
  • A threshold for triggering a review of repeated failure to maintain contractual obligations or underperformance. 
  • Methods for improving a distressed vendor relationship

The key to improving and optimizing your vendor relationships is for the contract manager to maintain as much visibility into the vendors’ performance as possible. In doing this, it’s easier to find areas where workflows can be optimized, or where miscommunications happen, and then create a path to improvement.

Without the right tools to clear away “silos” that keep important information cloistered from other parts of the enterprise, or tools to automate manual processes, gaining the visibility you need will be difficult.

What should be in a vendor contract?

Several items should be specified in a vendor contract and monitored by stakeholders throughout the contract lifecycle. Let’s take a look at those now.

Vendor KPIs 

One of the most important parts of vendor contract management is performance management. This means you should define the KPIs (key performance indicators) that specify the expectations for your vendor. 
Without KPIs, there is no clear way to measure performance and evaluate what went well and what failed, and little chance for a floundering vendor relationship to improve.

Vendor KPIs might include:

  • Service level agreements (SLAs) 
  • Deliverables
  • Other contractual obligations 
  • User satisfaction

These metrics should be clearly specified in the contract, reviewed during onboarding, measured throughout the lifecycle, and reviewed routinely so that corrective measures can be taken before excessive damage is done.

Risk Management

Another critical part of vendor contract management is to incorporate risk management protocols into your vendor contract and to monitor adherence to these protocols. You also need to have contingency plans in place to manage non-compliance.

It is vital that your organization understand all of the risks involved in doing business, including those that pertain to your supplier relationships. Furthermore, those vendors in your supply chain that bring more risk should be monitored more frequently.

The best risk management plans outline all potential outcomes, as well as mitigation plans for each risk. You can learn more about creating a third-party vendor risk management plan in the blog post linked here.

Once this plan is in motion, it should be monitored with the help of a contract management system, and then updated and revised as your vendors and business operations change. 

Visibility Into Spend

Your vendor contract information should include pricing, budgetary requirements, and spending limits. How the budget is allocated toward vendors and their performance should be analyzed annually or quarterly, to assure effective ROI for the company.

Furthermore, spell out budgetary constraints in a contract and then routinely monitor vendor activity to assure compliance. That’s the best way to avoid overspending that can result in a large financial failure later on down the road.

All spending data should be collected from all types of transactions, given a description, and then organized in a central repository so the information can be easily studied later when evaluating vendor performance and budget. 

Use a contract management solution that allows you to visualize your spend data across vendors, and that provides detailed reports and forecasting so you can take greater control over your vendor contract management.

Collaboration

While this might be less obvious to include, collaboration between your organization and your suppliers will help reinforce effective communication in your vendor relationships.

Many executives worry about which information can be shared between a vendor and an organization without breaking risk compliance protocols. Others are concerned that by sharing operational and financial details, the organization puts itself in a weaker negotiating position. 

Those fears aren’t unfounded, but they can be sated by specifying the terms of collaboration and which information can be shared within the vendor contract.
Sharing ideas, tools, and strategies can add value and result in cost savings for both parties. Using contract management software to manage communications with vendors can help to mitigate concerns over sharing data.

What types of tools/software can help me manage vendor contracts?

Conducting your due diligence manually via spreadsheets can result in a number of security risks, and consumes time, effort, and expense that could be better applied in other areas of your business.

By using cloud-based vendor risk management software, you can have greater visibility and control in your vendor relationship by using automation to carry out much of the governance, risk, compliance, and vendor management duties that you would otherwise be monitoring yourself.

With ZenGRC you can streamline the contract management lifecycle and remove all of the headaches and uncertainty involved in vendor risk management. 
Its continuous monitoring features ensure your management team is always on top of your third-parties’ compliance requirements. Zen keeps track of vendors’ compliance with multiple frameworks and provides continuous auditing in a few clicks. 

Its user-friendly dashboards show you in a glance who is compliant and who isn’t, so your team can focus on providing more value to your customers.
Ready for a free consultation? Reach out today.

Report Risk and Compliance Data with Business Intelligence Integration

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An interconnected system of governance, risk, and compliance (GRC) is crucial for establishing transparency, trust, and regulatory compliance in today’s fast-paced business environment. Collecting, storing, and analyzing all that data, however, can be both overwhelming and time-consuming.

A business intelligence tool is one way to manage and report data, and to position your organization for effective security. With the right GRC platform, you can integrate your risk and compliance efforts with existing business intelligence tools, to generate comprehensive risk and compliance reports.

Using Business Intelligence to Analyze Big Data

Business intelligence (BI) is becoming crucial for creating new business opportunities. BI uses data analytics to inform your decision-making process with insights to identify and implement effective strategies; and provides historical, current, and predictive views of your business operations.

BI tools can process large amounts of structured and unstructured data, and can use machine learning to interpret “big data”—sets of data that are too large and complex to be processed by traditional methods. Big Data is typically defined by the “three Vs”: 

  • Volume: Organizations collect data from numerous sources, including business transactions, smart devices (Internet of Things), industrial equipment, videos, social media, and more. 
  • Velocity: Data streams into businesses at an unprecedented speed, and must be handled in a timely manner. Radio frequency identification (RFID) tags, sensors and smart meters are among the devices producing these torrents of data, which often need to be analyzed in near-real time. 
  • Variety: Data comes in all types of formats—from structured, numeric data in traditional databases, to unstructured text documents, emails, videos, audios, stock ticker data and financial transactions.

What organizations choose to do with the big data they generate is crucial to support a wide variety of business decisions, ranging from operational (say, product positioning or pricing) to strategic (mergers, new product development, and so forth). The challenge, however, is managing both structured and unstructured data together. When a company can’t manage its data, it can’t analyze the data properly, which can lead to poorly informed decision making. 

Analyzing big data without the help of a BI tool, however, can be incredibly time-consuming and almost impossible to do. 

BI platforms allow business users to analyze the big data their organization generates by combining external data (derived from the market in which the company operates) with internal data (derived from internal sources such as financial and operations functions). BI tools combine both external and internal data to glean insights that can’t be derived from any single source. In other words, a complete picture of all your data. 

Gathering data from a data warehouse: how business intelligence helps

Business intelligence applications use data gathered from a data warehouse (DW), which is a system used for reporting and data analysis. DWs are central repositories for current and historical data from one or more sources, which can then be used to generate analytical reports for employees throughout the organization.

One of the main approaches to building a data warehouse system is known as “extract, transform, and load” (ETL). Using data integration, staging, and access layers to house its key functions, an ETL-based data warehouse first extracts raw data from various sources; then integrates the data by transforming it from the staging layers; and finally loads the data into another database (often called the data warehouse database), where the data is arranged into hierarchical groups. 

Once stored in a data warehouse, data can be cleansed, transformed, and catalogued. It’s then available to employees for data mining, online and analytical processing (OLAP), predictive analytics, market research, and decision support. 

The effective and efficient use of data by analysts and managers is crucial to your organization’s ability to respond to market changes and opportunities. Business intelligence tools access and analyze these data sets and present findings in reports, summaries, dashboards, graphs, charts, and maps to provide you with detailed intelligence about the state of your organization. 

Opportunities to implement business intelligence systems to better understand your organization’s big data include:

  • Generating performance metrics and benchmarking to inform business leaders of progress towards business goals.
  • Quantifying processes for your organization to make optimal decisions and to perform business knowledge discovery. 
  • Informing strategy through business reporting involving dashboards, data visualizations, executive information systems, or OLAP.
  • Making collaboration easier inside and outside the business by enabling data sharing and electronic data interchange. 
  • Providing knowledge management, or the creation, distribution, use, and management of business intelligence, which leads to learning management and regulatory compliance. 

Self-service business intelligence and you

The drive to allow almost anyone to access useful information from business intelligence tools has led to self-service business intelligence. This category of BI tools aims to eliminate the need for the IT department’s help in generating reports covering business analytics. Making internal data reports more accessible to managers and other non-technical staff, self-service BI tools usually include business intelligence dashboards and user interfaces that are easy to understand and use. 

When considering a self-service business intelligence tool for your organization, the most important categories and features include:

  • Dashboards
  • Visualizations
  • Reporting
  • Data mining
  • ETL
  • OLAP

Dashboards and visualizations are the most popular features, by far. They offer quick, easy-to-digest data summaries that capitalize on BI’s main attraction: straightforward glimpses into the current state of your organization’s affairs. 

Although there are a wide variety of BI tools available today, choosing the right business intelligence tool for your organization can be overwhelming.  Tableau and Splunk, two of the major players in business intelligence, provide several user-friendly features for analyzing your organization’s data.

Tableau

Tableau is one self-service analytics platform that provides comprehensive data visualization. It can integrate with a range of data sources, including Microsoft Azure SQL Data Warehouse and Excel. 

Tableau products extract, store, and retrieve data from an in-memory data engine, and query relational databases, cloud databases, OLAP, and spreadsheets to generate graph-type data visualizations. 

Splunk

Splunk is a “guided analytics program” that generates graphs, reports, alerts, dashboards, and visualizations to make machine data accessible throughout your organization. With integration options including Google, Splunk captures, indexes, and correlates real-time data in a searchable repository. 

Integrating business intelligence tools with ZenGRC

Collecting, storing and analyzing your data using a business intelligence platform like Tableau or Splunk not only positions your organization for better big-picture data analysis; it can also contribute to your organization’s GRC efforts. 

With the right business intelligence tool, you can easily integrate existing data sources to better inform your organization’s risk and compliance data. For example, ZenGRC seamlessly integrates with both Tableau and Splunk, allowing you to view and analyze your ZenGRC data using existing BI tools.

Combining all the critical data your organization produces, ZenGRC pulls data into data lakes, SIEMs, and other repositories where you can easily access information for future report generating. 

ZenGRC also eases communication and enables continuous documentation, letting you focus on the fundamental issues of compliance. 

ZenGRC encompasses several integration categories, including collaboration and messaging, workflow and ticketing, file storage, login and authentication, and business intelligence.

With ZenGRC, you can integrate all of your business applications in one platform, making your organization’s risk and compliance process more simple and effective. 

 In addition to Tableau and Splunk, ZenGRC gathers evidence from a variety of data sources, and can integrate automatically with a number of popular business applications:

  • JIRA
  • ServiceNow
  • Slack
  • Qualys
  • Amazon s3
  • OneDrive
  • Box
  • OneLogin
  • Okta
  • Microsoft
  • DUO
  • Centrify

Customizable APIs also allow you to integrate applications of your choice to your GRC stack. 

Making it easy to report your risk and compliance efforts with business intelligence integration, ZenGRC can save your organization time and money, and enhance your compliance program. 

Contact us today for a free consultation, and learn more about how Tableau and Splunk integration for ZenGRC can contribute to worry-free risk and compliance management.

Tips and Strategies for Risk Mitigation in Project Management

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Large corporate enterprises need risk management, but so do individual projects. What if the cost of a project soars unexpectedly? What if an accident causes a delay? If the project is time-sensitive or the budget tight, your larger enterprise could suffer. 

So even at the project level, managing risk should be an integral part of your project management plan.

What is project management?

Project management shepherds a project from the initial idea to final development and release, and beyond: all the way through a project’s life cycle. Management activities include starting the project, creating a timetable for execution, distributing information, managing change as necessary, compiling and analyzing data, and coordinating with marketing, distribution, and other functions after the project is finished.

What skills does a project manager need?

Since the project manager implements the strategies, he or she needs strong organizational skills, as well as an understanding of threats and risk mitigation.

Why do organizations need a project team?

Large projects need deadlines, objectives, and metrics so managers can track the project’s progress and plan for the future. To collect, monitor, and organize this information, the project manager needs a team of people. Project team members report to the project manager, who reviews the project’s overall progress.

How do project managers identify risk? 

Risk identification in project management involves brainstorming everything that might go wrong (negative project risk) as well as things that could go right (positive risk). As a guide, consult your project objectives.

Positive risks can be lucrative opportunities, but only if the project team plans accordingly. For example, completing the project ahead of schedule may mean additional sales—but if sales teams aren’t ready to sell, or if production teams can’t meet increased demand, the opportunity could be lost. (Or worse: your company’s reputation and profits could suffer.)

Negative risks can bring dire consequences. For example, a delay in product development could mean that sales teams have nothing to sell; a flaw in product design could lead to litigation or costly recalls. To avoid these painful outcomes, it’s important to include risk management and risk mitigation in your project plan. 

Four responses to risk

Project management risk responses typically fall into four categories.

  • Risk avoidance: Finding ways to avoid the risk.
  • Risk mitigation: Using controls, technology, or some other means to reduce the likelihood that identified risks will occur, and to reduce the negative effects that could result if they still do occur.
  • Risk transfer: Letting someone else handle the risks, such as purchasing an insurance policy. This approach is often used for risks that are high but quantifiable, or when avoiding the risk isn’t possible.
  • Risk acceptance: Doing nothing in response to a risk, often because it has a low probability of occurring or because the potential harm is small.

What does it mean to mitigate risks?

Risk mitigation requires project managers to analyze risks through a series of steps.

  • Identify potential risks;
  • Determine the probability of occurrence for each risk, as well as the harm of the risk should it occur (risk analysis);
  • Determine how to deal with each risk if happens (risk treatment/response); and 
  • Prioritize risks (high impact, medium impact, low impact) so you can address the most pressing issues first.

The risk management process works pretty much the same in project risk management as it does in enterprise risk management, following the same steps: risk assessment (identification and analysis), risk response, and continuous monitoring through the project’s lifecycle.

Just as every organization needs a comprehensive risk management plan, every successful project needs one too. That includes a risk mitigation plan.

Risk mitigation strategies can range from setting aside contingency funds in case project costs go up (a common risk that project managers face) to having backup suppliers for products or services your project might need. Risk mitigation planning should be done before a crisis hits, so make sure to engage your team for ideas on how to soften the blow of all identified risks—new risks, specific risks that you know about, and even unknown risks.

How can software help with project risk management?

Managing risks and staying in compliance with industry standards and regulations can be just as great a challenge in project risk management as it is in enterprise risk management. In both cases, using a good governance, risk, and compliance (GRC) solution can make managing risk much easier.

ZenGRC monitors your systems and networks to find gaps in your controls that could make your business or project vulnerable to threats, and displays them on user-friendly, color-coded dashboards that tell you in a glance where your weaknesses are and how to fix them.

Because third-party suppliers can increase your project risk, Zen helps you survey your contractors and collects and collates their responses.

Zen tracks project risk management workflows so you can easily see who is doing what, and whether any steps have been missed.

And our unique software-as-a-service helps ensure that your project complies with applicable regulatory and industry frameworks including SOC 2, ISO, GDPR, and CCPA. It conducts in-a-click self-audits for you as often as you’d like, and collects and stores your audit-trail documentation in our “single source of truth” repository for easy retrieval at audit time.

Juggling all the concerns in project management is tough in itself. Why make it harder than it has to be? ZenGRC takes the hassle out of managing project risk, so you can focus on producing top-quality projects on time, every time.

Contact us today for your free consultation, and start on the path to project management that’s worry-free.

The Importance of Risk Management

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In business and in life, fear of the unknown can leave us paralyzed and unable to act. What is known, on the other hand—that’s more manageable. 

Understanding what confronts us (a single person, a team, a whole corporate organization) gives us the wherewithal to strategize, anticipate, develop contingency plans, and then move ahead despite whatever uncertainty may lie ahead. And should misfortune occur, the organization can address it with as little loss to the business as possible.

That process—identifying, assessing, and mitigating the effects of risk on business operations—is the essence of risk management. 

Without risk management, business executives can’t make the best decisions for the enterprise. For example, how can you seize opportunities that might arise without knowing the harms they might bring, and being prepared to address them? If you’re stuck rectifying prior mistakes all the time, you can’t move onto new business effectively. To a dynamic, forward-thinking, competition-crushing enterprise, the importance of risk management cannot be overstated.

The Risk Management Process

Each organization and project is unique, and will have different goals and outcomes in its risk management program. But the process of managing risk is basically the same for all, involving these steps:

  • Context determination. You need to understand the context in which the risk management process will take place: what your organization actually does, and what objectives it wants to achieve. Additionally, the company should establish the criteria it will use to evaluate potential risks and define the structure of its analysis.
  • Risk identification. Identify all your enterprise’s or project’s risks, both actual and potential. For this step, list every possible risk you can think of. Types of risk include:
    • External risks such as natural disasters or pandemics;
    • Operational risks such as IT system failures;
    • Financial risks, such as fluctuations in interest rates;
    • Cybersecurity risk, including internal issues such as employee leaks of sensitive data;
    • Compliance risks, where your business fails to meet certain regulatory obligations it has.
  • Risk assessment. Categorize your identified risks and prioritize them in order of their likelihood and the severity of impact to your business.
  • Risk mitigation. Starting with your highest-ranked risks, develop a plan to mitigate those threats using policies, procedures, and controls as necessary; and then implement that plan. 
  • Risk treatment. Determine how you would respond to each risk, using specific risk controls. Your answer will depend in part on your risk appetite, which is the amount of risk your company is willing to tolerate. Risk treatment includes risk mitigation processes, risk prevention tactics, and contingency plans to handle the risks if they should materialize. Some risk responses include:
    • Mitigate the risk
    • Avoid the risk entirely
    • Transfer the risk, such as through an insurance policy
    • Accept the risk, if the impact is likely to be minimal

Your Risk Management Plan

Risk identification, assessment, and treatment are all part of your risk management plan.

A risk management plan allows a company to understand and control risk, so executives can make better decisions and pursue objectives more efficiently. 

One of the greatest benefits of risk management is risk identification. It’s critical for a company to identify potential risks before they can harm the business. Identifying the potential risks helps the organization to take appropriate steps to prevent those issues from happening.

Understanding risk is also important to project management because with every new project comes new project risk. By crafting an effective risk management strategy, an organization can identify the project’s strengths, weaknesses, opportunities, and threats.

A company that plans for potential risks will be able to respond to them more quickly—which, as good project managers know, increases the chances of success. 

It’s a Journey, Not a Destination

Once you’ve completed your risk management plan and put it into effect, your work is far from done. New risks arise constantly; existing risks evolve into something else. To stay aware of everything, you need risk monitoring, as well as periodic reviews and updates of your risk management plan.

You also always need to be communicating and consulting with others on your team or in your organization. Managing risk isn’t a solitary endeavor; everyone needs to be “risk-aware” as they carry out their role in the organization.

Benefits of Risk Management

Having a strong, comprehensive risk management plan benefits your enterprise in countless ways. One example: it allows you to take risks such as new business ventures, or mergers and expansion, with more confidence.

Risk management also helps to

  • Improve your decision-making
  • Handle the unexpected, such as unforeseen costs in projects and systems
  • Comply with regulations and industry standards
  • Gain the trust of your customers
  • Save money by focusing on necessary controls
  • Prioritize business resources 

How to Simplify Risk Management

Managing risk can be a complex, time-consuming task—but it doesn’t have to be. Today’s software can do much of the work for you.

ZenGRC, our governance, risk management, and compliance (GRC) software-as-a-service (SaaS) shows on color-coded dashboards and heat maps where your enterprise risk management and cybersecurity vulnerabilities are, and how to correct them. 

Zen also helps you evaluate risks using customizable, multi-variable scoring; and monitors your control environment and workflows, providing real-time alerts.

Risk management doesn’t need to be so hard. Contact us today for your free consultation, and start down the worry-free path to GRC—the Zen way.