This document discusses the need for risk management and assurance professionals to develop capabilities beyond technical skills to address today's volatile, uncertain, complex, and ambiguous (VUCA) business environment. It notes that CEOs are looking for employees who can guide decision-making through shared values and purpose. The document introduces Cornerstone's Integral Framework, which takes a holistic view of organizational elements both tangible and intangible. It also presents an Integral model of risk and assurance professional development that progresses from a rules-focused orientation to a trusted advisor role providing a holistic perspective.

1. Aligning
Organisations,
Culture and People
for Strategic
Transformation

2. Risk & Assurance People
Integral Non-Technical Capability
Development Program ©

3. VUCA
• In the converging digital, social and mobile
business worlds - connecting customers,
employees and partners in new ways to each
other and to organisations, CEO’s note one of
their more significant challenges is operating in
a global business environment that is Volatile,
Uncertain, Complex, Ambiguous (VUCA).
IBM GLOBAL CEO SURVEY 2012

4. IBM GLOBAL CEO SURVEY 2012
• In this environment, while the need for robust
risk management and assurance remains, it is
evolving to meet the volatile, uncertain, complex,
ambiguous and increasing pace of business.
• CEOs are increasingly looking to engage their
employee’s through values, shared beliefs and a
stronger sense of purpose to guide decision
making.
VUCA

5. Increasing Complexity
• In our increasingly complex
and ambiguous world, how
do Risk Management &
Assurance practitioners
build and deploy the
capability necessary to
deliver greater value and be
perceived as Trusted
Advisors?

6. Risk Management & Assurance Capability
• Technical skills remain absolutely necessary, but are not
sufficient on their own.
• The most effective Risk Management & Assurance
team possesses a broad range of non-technical
attributes in addition to deep technical expertise.

7. • In the VUCA environment, the non-technical
attributes of Risk Management & Assurance
performance are increasingly important.
• These include adaptability, self awareness,
the ability to easily span organisational,
international and cultural boundaries,
collaborate more effectively and think at a
holistic human network level.
Risk Management & Assurance Capability

8. Communication
Cultural Mastery
Capability Mastery
Engagement
Strategic Mastery
Policies
Relationships Politics
Systems
Performance
Meaning
Systems
Attitudes
Personality
Attitudes
Accountability
Relationships
Team Morale
Strategy
Results
Structures
Performance
Results
Systems
YOUR
COMPANY

9. INTANGIBLE TANGIBLE
INDIVIDUAL
COLLECTIVE
THINGS THAT
WE CAN SEE,
TOUCH AND
MEASURE
THINGS THAT
WE CAN’T SEE,
TOUCH AND
MEASURE BUT
ARE STILL VERY
REAL
Integral Framework

10. INTANGIBLE TANGIBLE
INDIVIDUAL
COLLECTIVE
Personal Mastery
Personality
Attitudes
Engagement
Meaning
Capability Mastery
Behavioral
Performance
Accountability
Results
Cultural Mastery
Relationships
Communication
Politics
Team Morale
Strategic Mastery
Systems
Strategy
Structures
Policies
Integral Framework

11. Cornerstone’s Integral ApproachIntegral Framework
• Cornerstone uniquely tailors consulting and
development programs using the Integral
Framework.
• Integral thinking and application
 Is a holistic perspective on organisational life
 is one of the most significant frameworks
capable of taking into account the rapid rates
of change and complexity emerging in the
global marketplace
 Has increased potential to deliver the requisite
outcomes both tangible and intangible.
• It has significant application for career, leadership
and organisational development.

12. 12
Development Research
Creative and
Relationship
Attributes
Task and
Reactive
Attributes - often
perceived as
where Risk &
Assurance
‘lives’

13. There is a high correlation between personal development maturity, creative
leadership behaviours and downstream leadership effectiveness, particularly in
dealing with ambiguity & complexity and resultant organisational performance.
Development Research

14. Auditor
Development
Stage
Description / Primary Focus / Characteristics Integral
Quadrant
Orientation
Compliant Rules and regulations oriented, tangible, tick the box,
transactional, wants to belong, obeys group norms, rarely
rocks the boat
Expert Logic and expertise, rational efficiency, process quality,
procedures and best-practice, value preservation,
identifies self with role
Achiever Actions and goals oriented, achieves goals through
teams, delivery of KPI’s, effectiveness, efficiency,
acknowledgement
Collaborator People oriented, collaborative, value creation and
preservation, develops solutions to bridge strategy &
performance
Trusted Advisor Holistic, relational, whole system view, organisational
perspective, comfortable in ambiguity and complexity,
sought out, seat at the table, value creation.
Risk & Assurance Development Maturity

15. Development typically incorporates tailored individual,
team, group and ‘on the job’ components and is designed
for participants to develop the leadership, relationship and
thinking capacities fundamental to progressing to ‘Trusted
Advisor’ status.
The indicative mix of learning outcomes achieved is via:
• Workplace Learning – 70%
• Coaching/Mentoring – 20%
• Coursework/Training – 10%
Development Program

16. Capability
Description 
LEVEL  JUNIOR SENIOR MANAGER
Self Leadership
Self Awareness &
Authenticity
Values Based
Leadership
Overcoming Immunity
to Change
Dialogue & Collaboration
Communication &
Influencing
Negotiation & Courageous
Conversations
Authentic Dialogue
Dealing with Uncertainty
& Ambiguity
Taking an Integral
Perspective
Adapting to a changing
workplace & world
Systems Thinking
Solution Oriented
Mindset - Curiosity and
Innovation
Growing Through
Goals
Knower/Learner &
Victim/Responsibility
Partnering for Value
Relational Leadership
Building Effective
Relationships
Developing People
Influencing Across
Boundaries
Indicative Development Topics

17. cornerstoneintegral.com