First is the risk that the functions overlap, evolve into silos, create misunderstanding internally and externally and act at cross purposes.
Without a sponsor at top management level their efforts may fail when the magnitude of resistance to change overwhelms their limited powers of influence.
Third, the serial introduction of new processes may simply require more attention, time and enthusiasm than line managers can realistically offer.
[6] A single phased plan for enabling good governance could mitigate the risks and preempt any wasteful expenditure.
Last, the complexity of the interactions between the different functions compounded by the infancy of the new disciplines may require continuous conceptual interpretation for top management and the board.