By Jennifer Smith
for the 2025 Risky Women Writing Competition, presented in partnership with Ocorian
What if the real power of modern GRC lies not in eliminating contradictions, but in mastering them?
In the world of governance, risk, and compliance, contradictions have often been seen as problems to solve. Clear policies, consistent processes, and unified approaches as the hallmarks of effective programs. But what if the opposite is true? What if the real power of modern GRC lies not in eliminating contradictions, but in mastering them?
When I think about governance, risk, and compliance a pattern emerges. In a world of constant change, regulatory complexity, and competing demands, the ability to hold opposing ideas is a source of power. It’s what separates the strategic partner from the Department of No.
Arguably GRC’s image as an obstacle to business has been its most frequent misperception. Admittedly, it’s easy to focus on the controls when questions like what if we end up in the headlines for the wrong reasons? What if the regulators show up at our door? continually run through your mind. After all, we are paid to worry—to see the risks others miss, to imagine the failures others won’t consider. But compliance doesn’t have to exist to stifle innovation, to say no until the spark dies out.
What if we translated these fears into direction? A posture that is less defensive and more strategic. Rules set the boundaries, yes, but creativity is what makes it possible to navigate them with purpose. Bringing a dual perspective, holistic enough to see the big picture, but pragmatic enough to offer workable ideas presents the opportunity for novel solutions. Many of the women I admire in compliance seem to understand this intuitively. They think boldly and with purpose.
The truth is there is a lot of grey area in regulations, and it takes imagination maneuver through it. Creativity in compliance isn’t about ignoring rules but about using them as a framework for innovation. And when approached with curiosity, those same rules can inspire ideas that are smarter, more resilient, and ultimately more human.
Given the chance, compliance can be both the emergency brake and the accelerator. Consider how professional drivers use the brakes intentionally to increase their speed in the corners. So, instead of the question being whether to be cautious vs. bold or restrictive vs. enabling, it should be when and how to be each, and how to be both simultaneously when the situation demands it.
The growing complexity of business and pace of change embody the need for new thinking. It is impossible for us to be experts in every aspect of our businesses. We’re already contending with the rapid expansion of technology and regulations, heightened scrutiny and need to remain competitive. We understand collaboration is the key to really seeing the big picture. The compliance officer hovering in the background with a clipboard in hand, politely smothering good ideas is a caricature of the past. GRC isn’t about standing apart. It’s about standing at the center, listening, learning and building connections.
I see numerous benefits in a collaborative inter-disciplinary approach to GRC. For one, it inspires creative ideas. It’s also a way to transfer the experience of team members in an empathetic way. Both of which bring the opportunity to build a stronger more resilient organization. The ability of women in compliance to draw people together across functions sharpens the team’s perspective, stretches its imagination and keeps it grounded in both practicality and possibility.
It’s these connections that provide the ability to develop contextual frameworks that shift emphasis based on circumstances, rather than applying a rigid set of rules. In turn, creating the possibility for more flexible solutions. The focus becomes the outcome rather than the process.
The same can be said for risk management. Risk assessments are no longer tools to simply identifying threats but also to uncovering opportunities. This governance structure doesn’t just ensure control – it lets organizations respond more quickly to both concepts and gain a competitive advantage.
The future of GRC will not be won by those who play it safe, nor by those who chase growth at any cost. It is being shaped by leaders who can hold two truths at once –both cautious and courageous. The modern compliance professional will embody the power of contradiction by leaning into the tension, creating clarity, credibility, and a culture where doing the right thing is not a limitation but a launchpad for progress.