The correct option is Show how GRC drives business growth and increases shareholder returns.

Show how GRC drives business growth and increases shareholder returns convinces senior leaders because it ties governance risk and compliance work directly to the outcomes they measure. Executives focus on revenue growth, profit, competitive position and shareholder value so demonstrating how GRC reduces downside risk while enabling new opportunities frames the program as value creating.

Presenting clear metrics, a phased roadmap and estimated return on investment helps leaders compare the GRC initiative to other funding priorities. Use projected reductions in incident impact, lower regulatory fines and improved deal velocity to quantify benefits and make the case that the program protects and grows enterprise value.

Stress only regulatory obligations over company objectives is wrong because a sole focus on compliance makes the effort look like a cost center and it fails to show strategic benefit. Leaders will deprioritize initiatives that do not tie to business outcomes.

Highlight the technical complexity of controls and implementations is wrong because emphasizing technical detail loses executive attention and does not answer the fundamental question about return on investment. Senior leaders need high level risk and value tradeoffs rather than implementation minutiae.

Portray governance risk and compliance as a constraint on innovation is wrong because that negative framing creates resistance and overlooks how controls can enable safe and scalable innovation. Framing GRC as an enabler is far more persuasive to senior stakeholders.

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