Agentic GRC: Teams Get the Tech. The Mindset Shift Is What's Missing.

Recorded: March 27, 2026, 3 p.m.

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Agentic GRC: Teams Get the Tech. The Mindset Shift Is What's Missing.

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March 27, 2026
10:02 AM
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By Yair Kuznitsov, Co-Founder & CEO, Anecdotes
Every week I talk to enterprise GRC teams who understand exactly what agentic AI can do for their profession. They've read the articles, seen the demos, and can articulate the difference between AI that makes a workflow go a little, or even a lot faster, and an agent that replaces it entirely.
Yet still, some remain reluctant to make the shift to agentic GRC.
When I ask why, the conversation moves away from technology pretty quickly. Most of them have the "AI budget" available, but something is holding them back from making the move and they can't always name what it is.
The conversations all eventually lead to the same place, even if they can’t say it in so many words: they're not sure who they are when the operations aren't theirs anymore. It's an identity and even value question above all else.
Most GRC practitioners carry an implicit belief about where their value comes from. That belief isn't wrong, but it's describing a role that's being restructured, and those who make the transition the fastest will be the ones leading the industry in the coming years.
The Competence That Got Us Here
GRC professionals built their expertise around operational competence. Knowing how to gather the right evidence, managing audit cycles under pressure and keeping a complex compliance program running when it's understaffed and under-resourced have been signs of a valuable GRC team member for years.
That competence took years to develop, and the people who have it are genuinely good at what they do and are rightfully valued by their business.
The problem with agentic GRC is that it doesn't reward that competence the same way. Agents can gather evidence, open remediation tasks and can manage most of the audit cycle alone. Given that agents can handle those operations, the actual question is what a GRC professional is supposed to be doing instead, and most organizations haven't asked it yet.

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The Shift They've Been Waiting For
GRC wasn't designed to be an operational function. It was designed to help organizations understand and manage risk. The evidence collection, the audit cycles, the status updates were always implementations of that purpose, not the purpose itself. The practitioners who got into this field weren't drawn to it because of the “fun” of evidence collection.
They cared about whether the organization was actually protected, or just appearing to be, and wanted to provide that insight to the business.
What happened over time is that the tooling didn't scale with the programs, and the operational burden consumed everything. The people who were supposed to be thinking about risk spent most of their time keeping the machine running, not because it was ever the point of the role, but because someone had to do it and there wasn't another way.
What Agents Do, and What They Can't
Agentic GRC doesn't speed up workflows, it replaces them. Evidence no longer flows through a person; it's pulled continuously from integrated systems. Controls aren't checked periodically; they're monitored in real time. Remediation isn't tracked in spreadsheets; tickets are opened, assigned, followed up on, and closed automatically.
But agents don't design themselves.The logic that drives them (what to collect, what constitutes a pass or fail, what triggers an escalation, what the auditor will accept as evidence) comes from a key combination: data context and human insight.
Someone has to define the risk appetite, decide what "remediated" actually means, know when the output looks right and when something is missing that the system can't see.
Agentic GRC in Anecdotes is built around exactly this model. The agents handle the operations end to end, based on the robust data foundation we have spent years building, and the logic the GRC team defines.
When agents can handle the evidence chains, control testing, and audit prep, the question of what GRC should actually be doing shifts. And for practitioners with real depth, that answer is what they've always known how to do. But that doesn't make the shift easy.
Redefining a role is hard and comes with real fears. Many people are worried about their jobs because of AI, some more rightfully than others.
For GRC professionals specifically, this is less a threat than it is the opportunity they've been waiting for.
The practitioners who've made this shift describe it less like learning something new and more like getting permission to do what they were trained to do.
Their job became telling the agents what matters: setting the right risk appetite, deciding which controls are genuinely protecting something and which ones exist because they always have, knowing when an automated finding is a real problem and when it's noise, and translating business context into compliance logic in ways no agent can replicate, because that translation requires judgment built from years of experience.
That judgment has been sitting in GRC teams all along, waiting for the operational load to lift.
The organizations that move first on this won't win because their teams are better at AI. They'll win because their GRC teams finally have the time and the mandate to do what compliance was supposed to do: think clearly about risk, act on what actually matters, and stop managing a program and start leading one.
Why Letting Go Feels Like Losing
The reluctance that comes up in these conversations makes more sense when you frame it this way.
Practitioners aren't afraid of losing their value; they're afraid of losing the operations that became their identity, even though those operations were never what they wanted. Letting that go feels like losing something, which makes it hard to see what's waiting on the other side. And what is waiting is far more aligned with why they got into this work in the first place.
The shift, when it happens, is less a transformation than a return to what the role was always supposed to be.
Learn more about agentic GRC with Anecdotes at anecdotes.ai
Sponsored and written by Anecdotes.

Agentic AI
Anecdotes
Artificial Intelligence
Cybersecurity
GRC

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Agentic GRC: Teams Get the Tech. The Mindset Shift Is What's Missing.

According to Yair Kuznitsov, Co-Founder & CEO of Anecdotes, the primary obstacle to adopting agentic GRC within enterprise teams isn’t the technology itself, but a fundamental shift in roles and perceived value. Despite understanding the capabilities of agentic AI, many GRC professionals remain reluctant, largely due to anxieties surrounding their professional identity and the perceived loss of operational control. The core of the resistance revolves around a lingering belief in the value of traditional GRC practices—specifically, the skills of gathering evidence, managing audit cycles, and keeping complex compliance programs running—rather than the strategic thinking that agentic GRC enables.

The article highlights the historical context of GRC, emphasizing that it was initially designed to help organizations understand and manage risk, not to be a purely operational function. Traditionally, GRC practitioners developed expertise in operational competence – meticulously handling evidence, managing audits, and troubleshooting program issues. However, the shift towards agentic GRC, driven by technologies like Terraform and Git, demands a redefinition of the role. The core argument is that by automating routine tasks like evidence collection, remediation, and control testing, agents liberate GRC professionals to focus on higher-level activities – defining risk appetite, translating business context into compliance logic, and critically evaluating automated findings.

Anecdotes' agentic GRC model demonstrates this transition, utilizing a robust data foundation and human-defined logic, while the GRC team focuses on judgment and contextual understanding. The author argues that organizations that embrace this shift will ultimately succeed. Those that don’t risk being stuck managing a program instead of leading it, missing the opportunity to leverage agents to truly enhance compliance effectiveness. The reluctance to let go of operational control stems from a feeling of losing something—a sense of identity and value—that practitioners have built over years of experience. Ultimately, the shift represents a return to the original purpose of GRC: strategic risk management, facilitated by intelligent automation.