To some extent our GRC futures are up to us. Each of us has some choice as to what we deliver back to the businesses, and we need to choose wisely. If everything we touch creates a return for a business, the businesses will fight to keep us, one person at a time. If we deliver products that can't be sold, or efficiencies that can't be realized, the businesses will let us fall away. One person at a time.
Take on some risk. Put your priorities on tasks that have line of sight to a paying non-GE customer, and hit the ball out of the park.
Push back on tasks that won't benefit our customers, or provide significant REAL cost savings. No more sub-optimization. No more science projects. Be very sceptical about any assessed tasks that don't have a real customer driving the work.
At GRC, we're lucky enough to have some choice in setting our work priorities. We can't afford to let that choice go to waste.
GRC managers have a mixed track record figuring out who is delivering value. On the other hand, our business customers pay close attention to the results of their funding. Make sure your business customers know where the value is coming from.
This is a bit like musical chairs... When the music stops, you want to be a key contributor to a critical business activity.
Good luck.
Really well put, @On0g2Ft-1epa.