Ea Enterprise Governance, Reporting And Controls Ii

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Part 1 – External Compliance
Rules-based Risk Frameworks
Basle II, Solvency II Frameworks
Principle-based Reporting Standards
GAAP, IFRS, FSA, BoE Reporting and Compliance
Enterprise Risk Management Frameworks
Outsights, COSO Risk Management Frameworks

Part 2 – Internal Governance
Strategic Enterprise Management Frameworks
Strategy Alignment and Architecture Governance
Enterprise Performance Management
Target Setting & Action Planning, Reporting & Analysis

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Ea Enterprise Governance, Reporting And Controls Ii

  1. 1. EA-envision: Enterprise Governance, Reporting and Controls Enterprise Data Cloud™ EA-envision: Strategic Enterprise Management Framework
  2. 2. <ul><li>Part 1 – External Compliance </li></ul><ul><ul><li>Rules-based Risk Frameworks </li></ul></ul><ul><ul><ul><li>Basle II, Solvency II Frameworks </li></ul></ul></ul><ul><ul><li>Principle-based Reporting Standards </li></ul></ul><ul><ul><ul><li>GAAP, IFRS, FSA, BoE Reporting and Compliance </li></ul></ul></ul><ul><ul><li>Enterprise Risk Management Frameworks </li></ul></ul><ul><ul><ul><li>Outsights, COSO Risk Management Frameworks </li></ul></ul></ul><ul><li>Part 2 – Internal Governance </li></ul><ul><ul><li>Strategic Enterprise Management Frameworks </li></ul></ul><ul><ul><ul><li>Strategy Alignment and Architecture Governance </li></ul></ul></ul><ul><ul><li>Enterprise Performance Management </li></ul></ul><ul><ul><ul><li>Target Setting & Action Planning, Reporting & Analysis </li></ul></ul></ul>Enterprise Data Cloud™ EA-envision: Strategic Enterprise Management Framework EA-envision: Enterprise Governance, Reporting and Controls
  3. 3. Part 1 – External Compliance EA-envision: Strategic Enterprise Management Framework
  4. 4. EA-envision: Enterprise Governance <ul><li>EA-envision: Enterprise Governance is a recently launched Business Advisory Consulting company featuring a centre of excellence for Enterprise Governance, Reporting and Controls - leveraging the most advanced Data Management, Analysis and Reporting Technologies. EA-envision offer a flexible approach from Strategy Consulting and Business Transformation programme management through Technology-enabled Project Delivery to complete outsourced end-to-end Enterprise Portfolio Management solutions for Financial Reporting & Fiscal Controls, Corporate Treasury Management, Enterprise Risk Management and Enterprise Performance Management </li></ul><ul><li>When it comes to incisive Technology Innovation and Business Agility, EA-envision is becoming the advisor of choice for a small but growing community of the world's most innovative and progressive organizations. EA-envision Enterprise Governance, Reporting and Controls solutions enable organisations across diverse business sectors to manage market uncertainty and risk, to obtain desired future outcomes and achieve compliance and business performance targets. </li></ul><ul><li>EA-envision work alongside our customers to deliver advanced Business Innovation solutions. Our customers and business partners can choose from individual services and consultancy assignments to complete end-to-end outsourced solutions across these key areas — Enterprise Risk Management • COSO • Outsights • Basle II • Solvency II • Enterprise Governance, Reporting and Controls • GAAP • IFRS • FSA • BoE • Enterprise Performance Management — Target Setting • Action Planning • KPIs • Metrics • BI, Data Mining and Analytics — in order to enable business agility - faster and more informed decision making in increasingly complex and uncertain global markets. </li></ul>EA-envision: Strategic Enterprise Management Framework EA-envision
  5. 5. EA-envision: Enterprise Governance <ul><li>Company </li></ul><ul><ul><li>Enterprise Governance, Reporting and Controls Advisory Consultancy </li></ul></ul><ul><li>Business Domains </li></ul><ul><ul><li>Financial Management </li></ul></ul><ul><ul><li>Enterprise Risk Management </li></ul></ul><ul><ul><li>Enterprise Performance Management </li></ul></ul><ul><li>Process </li></ul><ul><ul><li>Analysis and evaluation of Enterprise-wide Financial Information </li></ul></ul><ul><li>Deliverable </li></ul><ul><ul><li>GAAP; IFRS, FSA and BoE Reporting and Compliance </li></ul></ul><ul><ul><li>Outsights, COSO, Basle II, Solvency II Framework Implementation </li></ul></ul><ul><ul><li>Target Setting • Action Planning • Business Metrics • Performance Analysis </li></ul></ul><ul><li>Benefits </li></ul><ul><ul><li>Achieve statutory and legislative reporting and compliance targets </li></ul></ul><ul><ul><li>Unlocking the power and potential of the Enterprise Data Cloud™ </li></ul></ul>EA-envision
  6. 6. Part 1 Section A – Rules-based Risk Frameworks EA-envision: Strategic Enterprise Management Framework
  7. 7. EA-envision: Enterprise Governance <ul><li>Basle II </li></ul><ul><li>Basle II is a Rules-based, Quantitative Risk Framework </li></ul><ul><ul><li>EC directive around capital adequacy of Banking Companies </li></ul></ul><ul><ul><li>Critical requirement to bolster capital and strengthen Balance Sheets </li></ul></ul><ul><ul><li>Need to have reporting systems in place to demonstrate compliance </li></ul></ul><ul><ul><li>Deadline for implementation – Q4 2009 </li></ul></ul><ul><ul><li>Fines and imprisonment for non-compliance or non-disclosure </li></ul></ul><ul><ul><li>Major banking companies have expended £200m + on compliance </li></ul></ul><ul><ul><li>Strategy, Business Process, Architecture and Technology changes </li></ul></ul><ul><ul><li>Domains include Compliance, Risk, Finance, Asset Management </li></ul></ul><ul><ul><li>Consultants need to be able to interpret and communicate complex rules and processes with demanding stakeholders for example: – </li></ul></ul><ul><ul><ul><li>CEO, CIO, CTO </li></ul></ul></ul><ul><ul><ul><li>Finance Directors </li></ul></ul></ul><ul><ul><ul><li>Treasury Managers </li></ul></ul></ul><ul><ul><ul><li>Traders, Fund Managers </li></ul></ul></ul><ul><ul><ul><li>Enterprise Risk Managers </li></ul></ul></ul>EA-envision
  8. 8. Basel II - Executive Summary Basel I <ul><li>In effect since 1988; very simple in application </li></ul><ul><li>Easy to achieve significant capital reduction with little or no risk transfer </li></ul><ul><li>Basel II introduced to: - </li></ul><ul><ul><li>Combat Regulatory Arbitrage </li></ul></ul><ul><ul><li>Exploit And Improve Bank Risk Management Systems </li></ul></ul>Basel II <ul><li>Much more complex and risk sensitive </li></ul><ul><ul><li>First Pillar – Minimum capital </li></ul></ul><ul><ul><li>Second Pillar – Supervisory review </li></ul></ul><ul><ul><li>Third Pillar – Market discipline </li></ul></ul><ul><li>Treats exposures very unequally depending on exposure characteristics </li></ul><ul><li>Treats banks very unequally depending on sophistication of risk management systems </li></ul><ul><li>Will profoundly alter: - </li></ul><ul><ul><li>Corporate Accountability </li></ul></ul><ul><ul><li>Bank Behavior </li></ul></ul>Source: Text
  9. 9. <ul><li>Risk weights </li></ul><ul><ul><li>OECD sovereigns: 0% </li></ul></ul><ul><ul><li>OECD banks: 20% </li></ul></ul><ul><ul><li>Residential mortgages: 50% </li></ul></ul><ul><ul><li>Synthetic: 20% super-senior, 0% cash-collateralised mezzanine, deduction or 100% first loss (with national variations) </li></ul></ul><ul><ul><li>Unfunded commitments under one year: 0% </li></ul></ul><ul><ul><li>Unfunded commitments over one year: 50% </li></ul></ul><ul><ul><li>Everything else: 100% </li></ul></ul><ul><li>Sample capital calculation </li></ul><ul><ul><li>€ 100 million corporate exposure </li></ul></ul><ul><ul><li>100% risk weight = €100 million risk weighted assets (RWA) </li></ul></ul><ul><ul><li>Capital charge = Capital = 8% minimum </li></ul></ul><ul><ul><li> RWA </li></ul></ul><ul><ul><li>Capital charge: €8 million </li></ul></ul>Basel I 1988 Accord – Capital Charges Source: Text EA-envision: Strategic Enterprise Management Framework
  10. 10. Basel II – The Three Pillars <ul><li>Minimum Capital Requirements </li></ul><ul><ul><li>“ Pillar 1” of the new capital framework revises the 1988 Basle I Accord’s guidelines by aligning the minimum capital requirements more closely to each bank's actual exposure to risk of economic loss </li></ul></ul><ul><li>Supervisory Committee </li></ul><ul><ul><li>“ Pillar 2 ” Supervisors will evaluate the activities and risk profiles of individual banks to determine whether those organisations should hold higher levels of capital than the minimum requirements in Pillar 1 would specify and to determine the need for any specific remedial actions . </li></ul></ul><ul><li>Market Discipline </li></ul><ul><ul><li>“ Pillar 3” leverages the ability of market discipline to motivate prudent management by enhancing the degree of transparency in the banks’ public reporting to shareholders and customers (enhanced disclosure) </li></ul></ul>EA-envision: Strategic Enterprise Management Framework
  11. 11. Basel II Pro-cyclicality EA-envision: Strategic Enterprise Management Framework
  12. 12. <ul><li>Basel II </li></ul><ul><ul><li>Published June 2004 </li></ul></ul><ul><ul><li>End 2006 for standardised and foundation IRB banks </li></ul></ul><ul><ul><li>IRB banks </li></ul></ul><ul><ul><li>End 2009 (at earliest) before full IRB benefits achievable due to transition period </li></ul></ul><ul><ul><li>Basel/IOSCO review (not yet final) will change CRM rules and rules for trading book exposures </li></ul></ul><ul><li>Capital Requirements Directive (CRD) </li></ul><ul><ul><li>Will implement Basel II within EU </li></ul></ul><ul><ul><li>Same adoption timing sought </li></ul></ul><ul><ul><li>May vary from Basel II (and thus from rules in US and elsewhere) in important respects </li></ul></ul><ul><li>However </li></ul><ul><ul><li>New rules will alter banks’ behaviour with immediate effect </li></ul></ul><ul><ul><li>Some countries will adopt prior to expected implementation dates, at least in part </li></ul></ul><ul><ul><li>Implementation may be delayed in other countries </li></ul></ul><ul><ul><ul><li>Reaction of US regulators to QIS 4 results may cause delays </li></ul></ul></ul><ul><ul><ul><li>EU and member state adoption schedules not usually so quick </li></ul></ul></ul><ul><ul><li>Implementation may not be uniform </li></ul></ul><ul><ul><ul><li>140+ items subject to national discretion </li></ul></ul></ul><ul><ul><ul><li>Supervisory discretion </li></ul></ul></ul><ul><ul><ul><li>Lengthy adoption time permits lobbying </li></ul></ul></ul>Basel II – Timing Unless otherwise indicated, all references to paragraph numbers in these materials refer to paragraphs in June 2004 Basel II Accord EA-envision: Strategic Enterprise Management Framework
  13. 13. Solvency II <ul><li>Solvency II is a Rules-based, Quantitative Risk Framework </li></ul><ul><li>Solvency II , the planned overhaul of the solvency rules for European Life and Pensions, General Insurers, Underwriters and Re-insurers - is now well under way. The work already published by Committee of European Insurance and Occupational Pensions Supervisors ( CEIOPS) in preparing the associated implementing measures indicates that there will be a significant Programme for effected organisations to complete in order to meet the proposed implementation date of 1st November 2010. </li></ul><ul><li>Key drivers for Solvency II include: - </li></ul><ul><ul><li>EC directive around capital adequacy of Insurance Companies </li></ul></ul><ul><ul><li>Critical requirement to bolster capital and strengthen balance sheets </li></ul></ul><ul><ul><li>Need to have reporting systems in place to demonstrate compliance </li></ul></ul><ul><ul><li>Deadline is Q4 2010 – so aggressive timeline for implementation </li></ul></ul><ul><ul><li>Fines and imprisonment for non-compliance or non-disclosure </li></ul></ul><ul><ul><li>Major insurance companies will invest £100m + in Compliance Programmes </li></ul></ul><ul><ul><li>Strategy, Business Process, Architecture and Technology changes </li></ul></ul><ul><ul><li>Specialisations include compliance, risk, finance, actuarial science </li></ul></ul>EA-envision: Strategic Enterprise Management Framework EA-envision
  14. 14. Solvency II <ul><li>Structured around three pillars, Solvency II is a risk-based, forward-looking regulatory regime founded on a ‘total balance sheet’ and market-consistent approach. Companies will be given incentives to run their business with an increased focus on risk management, governance and enhanced disclosure. </li></ul><ul><li>Key impacts of Solvency II on our clients’ business include: </li></ul><ul><ul><li>Risk appetite </li></ul></ul><ul><ul><li>Aligning regulatory and economic capital management </li></ul></ul><ul><ul><li>Capital allocation / Taxation liabilities </li></ul></ul><ul><ul><li>Governance and risk management </li></ul></ul><ul><ul><li>Performance improvement </li></ul></ul><ul><ul><li>Increased supervisory focus </li></ul></ul><ul><ul><li>Market reporting </li></ul></ul><ul><li>Solvency II Consultants will need to be able to understand and articulate difficult and complex rules and operating models with demanding stakeholders – e.g.: - </li></ul><ul><ul><li>CEO, CIO, CTO </li></ul></ul><ul><ul><li>Finance Directors </li></ul></ul><ul><ul><li>Treasury Managers </li></ul></ul><ul><ul><li>Enterprise Risk Managers </li></ul></ul><ul><ul><li>Actuaries and Underwriters </li></ul></ul>EA-envision
  15. 15. Part 1 Section B – Principle-based Risk Frameworks EA-envision: Strategic Enterprise Management Framework
  16. 16. EA-envision: Enterprise Governance <ul><li>GAAP and IFRS </li></ul><ul><li>GAAP / IFRS – Principle-based, Qualitative Reporting Standards </li></ul><ul><ul><li>Global directives around Accounting Standards for every Company </li></ul></ul><ul><ul><li>Critical requirement to accurately report Financial Performance </li></ul></ul><ul><ul><li>Need to have reporting systems in place to demonstrate compliance </li></ul></ul><ul><ul><li>Deadline for implementation – Q4 2009 </li></ul></ul><ul><ul><li>Fines and imprisonment for non-compliance or non-disclosure </li></ul></ul><ul><ul><li>Major conglomerates are investing £500m + on GAAP / IFRS compliance </li></ul></ul><ul><ul><li>Strategy, Business Process, Architecture and Technology changes </li></ul></ul><ul><ul><li>Specialisations include compliance, risk, finance and treasury </li></ul></ul><ul><ul><li>Consultants need to be able to analyse, interpret and communicate very obscure concepts with demanding stakeholders, for example: - </li></ul></ul><ul><ul><ul><li>External Stakeholders </li></ul></ul></ul><ul><ul><ul><li>CEO, CIO, CTO </li></ul></ul></ul><ul><ul><ul><li>Finance Directors </li></ul></ul></ul><ul><ul><ul><li>Treasury Managers </li></ul></ul></ul><ul><ul><ul><li>Operations Managers </li></ul></ul></ul><ul><ul><ul><li>Enterprise Risk Managers </li></ul></ul></ul>EA-envision
  17. 17. Generally Accepted Accounting Principles (GAAP) <ul><li>Principle of regularity : Regularity can be defined as conformity to enforced rules & laws. </li></ul><ul><li>Principle of consistency : The consistency principle requires accountants to apply the same methods and procedures from period to period. </li></ul><ul><li>Principle of sincerity : According to this principle, the accounting unit should reflect in good faith the reality of the company's financial status. </li></ul><ul><li>Principle of the permanence of methods : This principle aims at allowing the coherence and comparison of the financial information published by the company. </li></ul><ul><li>Principle of non-compensation : Disclose the full details of all financial information and not seek to compensate a debt with an asset, a revenue with an expense, etc. </li></ul><ul><li>Principle of prudence : This principle aims at showing the reality &quot;as is&quot; : one should not try to make things look prettier than they are. Typically, a revenue should be recorded only when it is certain and a provision should be entered for an expense which is probable . </li></ul><ul><li>Principle of continuity : When stating financial information, one should assume that the business will not be interrupted. This principle mitigates the principle of prudence: assets do not have to be accounted at their disposable value, but it is accepted that they are at their historical value </li></ul><ul><li>Principle of periodicity : Each accounting entry should be allocated to a given period, and split accordingly if it covers several periods. If a client pre-pays a subscription (or lease, etc.), the given revenue should be split to the entire time-span and not counted for entirely on the date of the transaction. </li></ul><ul><li>Principle of Full Disclosure / Materiality : All information and values pertaining to the financial position of a business must be disclosed in the records. </li></ul>EA-envision: Strategic Enterprise Management Framework
  18. 18. International Financial Reporting Standards <ul><li>Objective of financial statements - An accounting framework is the foundation of accounting standards. This framework states that the objective of financial statements is to provide information about the fiscal position and financial performance - including any material changes in the status and / or method of accounting or reporting of an entity - that is useful to a wide range of stakeholders in making economic decisions, and to provide the current financial status of the entity to its shareholders and to the public in general. </li></ul><ul><li>Underlying assumptions - The underlying assumptions used in IFRS are: </li></ul><ul><ul><li>Accrual basis - the effect of transactions and other events are recognized when they occur, not as cash is gained or paid. </li></ul></ul><ul><ul><li>Going concern - the financial statements are prepared on the basis that an entity will continue in operation for the foreseeable future. </li></ul></ul><ul><li>Qualitative characteristics of financial statements - The Framework describes the qualitative characteristics of financial statements as having </li></ul><ul><ul><li>Reliability & Accuracy </li></ul></ul><ul><ul><li>Comprehensibility </li></ul></ul><ul><ul><li>Accountability </li></ul></ul><ul><ul><li>Comparability </li></ul></ul><ul><ul><li>Relevance </li></ul></ul><ul><ul><li>Timeliness </li></ul></ul>
  19. 19. International Financial Reporting Standards <ul><li>Primary elements of financial statements - The fiscal position (solvency, liquidity) of an enterprise is primarily demonstrated in a Balance Sheet . The financial performance of an enterprise (profitability) is principally demonstrated in a Profit and Loss Account . </li></ul><ul><li>The fiscal position of an enterprise is primarily demonstrated by a Balance Sheet and a Source and Application of Funds statement. The elements of a balance sheet that measure the fiscal position (solvency, liquidity) of an enterprise are as follows: - </li></ul><ul><ul><li>1. Asset: An asset is a resource controlled by the enterprise as a result of previous commercial events, and from which future economic benefits are expected to be generated or flow </li></ul></ul><ul><ul><li>2. Liability : A liability is an encumbrance or historic, present or future obligation of the enterprise arising from past trading or commercial events - the settlement of which is expected to result in an outflow of resources or assets from the enterprise (e.g. Cash). </li></ul></ul><ul><ul><li>3. Equity: Equity is the owners residual interest in the assets of the enterprise after deducting all of the liabilities. Equity is also known as the shareholder's funds or investors capital. </li></ul></ul><ul><li>The financial performance of an enterprise is primarily provided in a Profit and Loss Account and a Cash Flow Statement . The elements of a P&L account or cash flow statement measuring the enterprise financial performance (profitability) are as follows: - </li></ul><ul><ul><li>4. Income : increases in economic benefit during an accounting period in the form of cash inflows or enhancements to the value of assets - or decrease in the value of liabilities - that result in net increases in equity. This does not, however, include investments or equity contributions made by equity participants (i.e. owner, proprietor, partners and shareholders) </li></ul></ul><ul><ul><li>5. Expenses: decreases in economic benefits during an accounting period in the form of cash outflows, or depletions of assets or incurrence of liabilities that result in decreases in equity. This does not, however, include disbursements, payments or dividends made to equity participants (i.e. owner, proprietor, partners and shareholders) </li></ul></ul>
  20. 20. US GAAP / IFRS Convergence <ul><li>GAAP / IFRS Convergence is fundamental driving force for moving towards a high quality global financial reporting system: - </li></ul><ul><ul><li>Attracting investment through transparency </li></ul></ul><ul><ul><li>Increasing world-wide investment </li></ul></ul><ul><ul><li>Reducing the cost of capital </li></ul></ul><ul><ul><li>Reducing operational costs </li></ul></ul><ul><li>FASB / IASB Agreement </li></ul><ul><ul><li>Future Vision – a single set of global accounting standards </li></ul></ul><ul><ul><li>Remove GAAP / IFRS differences </li></ul></ul><ul><ul><li>Align GAAP / IFRS Agendas </li></ul></ul><ul><ul><li>Principle-based (not rules based) standards – conceptual framework </li></ul></ul><ul><ul><li>Clarify Interpretation </li></ul></ul><ul><ul><ul><li>GAAP / IFRS are currently not identical accounting standards </li></ul></ul></ul><ul><ul><ul><li>Close alignment of principles </li></ul></ul></ul><ul><ul><ul><li>Generally comparable trends </li></ul></ul></ul><ul><ul><ul><li>Continued FASB / IASB co-operation </li></ul></ul></ul>
  21. 21. Part 2 Section A – Enterprise Risk Management Frameworks EA-envision: Strategic Enterprise Management Framework ©
  22. 22. The Management of Uncertainty <ul><li>It has long been recognized that one of the most important competitive factors for any organization to master is the management of uncertainty. </li></ul><ul><li>Uncertainty is the major intangible factor contributing towards the risk of failure in every process, at every level, in every type of business. </li></ul><ul><li>Managing business uncertainty may involve introducing, developing and implementing strategic enterprise management frameworks for – </li></ul><ul><ul><li>Corporate Foresight and Business Strategy </li></ul></ul><ul><ul><li>Business Planning and Forecasting </li></ul></ul><ul><ul><li>Business Transformation </li></ul></ul><ul><ul><li>Enterprise Architecture </li></ul></ul><ul><ul><li>Enterprise Risk Management </li></ul></ul><ul><ul><li>Enterprise Performance Management </li></ul></ul><ul><ul><li>Enterprise Governance, Reporting and Controls </li></ul></ul><ul><li>COSO and Outsights are Principle-based, Qualitative Risk Frameworks </li></ul>EA-envision: Strategic Enterprise Management Framework
  23. 23. Enterprise Risk Management <ul><li>The underlying premise of Enterprise Risk Management is that every enterprise exists to provide value for its stakeholders. All entities face uncertainty, and the challenge for management is to determine how much uncertainty to accept as it strives to grow stakeholder value. Uncertainty presents both risk and opportunity, with the potential to erode or enhance value. Enterprise risk management enables management to effectively deal with uncertainty and associated risk and opportunity, enhancing the capacity to build value. </li></ul><ul><li>Enterprise Risk Management value is maximized when management sets strategy and objectives to strike an optimal balance between growth and return goals and related risks, and efficiently and effectively deploys resources in pursuit of the enterprise’s objectives. </li></ul><ul><li>These capabilities inherent in enterprise risk management help management achieve the enterprise’s performance and profitability targets and prevent loss of resources. Enterprise Risk Management helps ensure effective reporting and compliance with laws and regulations, and helps avoid damage to the enterprise’s reputation and associated consequences. In sum, enterprise risk management helps an enterprise get to where it wants to go, avoiding pitfalls and surprises along the way. </li></ul>
  24. 24. Risk Management <ul><li>What is Risk Management? </li></ul><ul><li>Risk Management is a structured approach to managing uncertainty through foresight and planning. A risk is related to a specific threat (or group of related threats) managed through a sequence of activities using various resources : - </li></ul><ul><li>Risk Research – Risk Identification – Risk Prioritization – Risk Assessment – Risk Management Strategies – Risk Planning – Risk Mitigation </li></ul><ul><li>Risk Management Strategies may include: - </li></ul><ul><ul><li>Transferring the risk to another party </li></ul></ul><ul><ul><li>Avoiding the risk </li></ul></ul><ul><ul><li>Reducing the negative effect of the risk </li></ul></ul><ul><ul><li>Accepting part or all of the consequences of a particular risk . </li></ul></ul><ul><li>In an ideal Risk Management Scenario , a prioritization process ranks those risks with the greatest potential loss and the greatest probability of occurring to be handled first -and risks with lower probability of occurrence and lower consequential losses are then handled in descending order </li></ul><ul><li>In practice this prioritization can be challenging. Comparing and balancing the overall threat of risks with a high probability of occurrence but lower loss - versus risks with higher potential loss but lower probability of occurrence - can often be misleading. </li></ul>
  25. 25. Risk Management Strategies <ul><li>The objective of Risk Management is to reduce different risks related to a pre-selected domain to the level accepted by the public, the company, the company's regulator, the shareholders, the board of directors, the risk committee, the management, etc. </li></ul><ul><li>Risk may refer to numerous types of threats caused by environment, technology, humans, organizations, regulations, compliances, best practices, standards, methodologies and politics. On the other hand risk involves all means available for humans, or in particular, for a risk management entity like person, staff, organization </li></ul><ul><ul><li>Event Risk Management strategies are focused on risks stemming from physical causes like natural disasters or fires, accidents, death </li></ul></ul><ul><ul><li>Legal Risk Management strategies are focused on risks stemming from legal causes like lawsuits and prosecution that are mainly operational and due diligence risks. </li></ul></ul><ul><ul><li>Financial Risk Management , on the other hand, focuses on risks that can be managed using traded financial instruments like market risks, credit risks, liquidity risks or insurance risks. </li></ul></ul>
  26. 26. Risk Categories <ul><li>Market risk is the risk that the value of an investment, asset or option will decrease due to changes, adverse movements or conditions in market factors. The four standard market risk factors are: – </li></ul><ul><ul><li>Equity risk is the risk that asset, traded instrument, contract, option, share or stock prices will change </li></ul></ul><ul><ul><li>Interest rate risk is the risk that interest rates will change </li></ul></ul><ul><ul><li>Currency risk is the risk that foreign exchange rates will change </li></ul></ul><ul><ul><li>Commodity risk is the risk of commodity prices ( grains, metals, oil, gas, energy etc.) changing </li></ul></ul><ul><li>Trade risk arises from situations in which a party interested in trading an asset becomes restricted or unable to trade because of changes, adverse movements or conditions prevailing in the market: - </li></ul><ul><ul><li>Liquidity risk is the potential for reduced or negative value of an asset resulting from a shortage or absence of any counterparty able or willing to trade for that asset (or to trade at a price acceptable to both parties) </li></ul></ul><ul><ul><li>Insurance risk is a risk of failure to meet underwriting criteria for re-insurance. The concept of an insurable risk underlies nearly all re-insurance and underwriting decisions and transactions. </li></ul></ul><ul><li>Credit risk is the risk of loss due to a counterparty (debtor's) non-payment of a loan or other line of credit, either the principal amount or interest charges - or both. </li></ul><ul><li>Operational risk is the risk of loss resulting from broken, inadequate or failed due diligence, people, processes, systems and technology - or the impact of unforeseen internal changes, actions or events </li></ul><ul><li>Solvency risk is the risk of loss of market value or investors capital (equity) due to the decline in value of assets or the increase in the value of liabilities – up to the point where the total value of assets can no longer meet total liabilities – ultimately resulting in insolvency, bankruptcy and failure. </li></ul><ul><li>Reputational risk is the potential for loss due to negative publicity or litigation, imprisonment, loss or defection of key employees or their failure or inability to perform their duties - leading to damage to the companies reputation, image and brands - causing loss or defection of business partners, loss or failure of market channels, defection of customers and resulting decrease in sakes and revenues. </li></ul><ul><li>Competitive risk is the possibility of loss from a firm's negative growth in sales, revenue or market share, loss of competitiveness or market position or dominance, or decline in the desirability or attractiveness of product and service portfolios due to competitive pressure or market shift - or the loss or defection to competitors of key employees, business partners or channels-to-market </li></ul><ul><li>Systemic risk is defined as the risk of loss resulting from external changes, actions or events, or from the impact of unforeseen “Wild Card” or “Black Swan” events – those events which have an extremely low probability of occurrence but an inordinately high impact if and when they do occur </li></ul>
  27. 27. Outsights: - 21 Drivers for the 21st Century <ul><li>War, Terrorism and Insecurity </li></ul><ul><li>Layers of Power </li></ul><ul><li>Economic and Financial Stability </li></ul><ul><li>BRICS and Emerging Powers </li></ul><ul><li>The 5 Flows of Globalisation </li></ul><ul><li>Intellectual Property Rights </li></ul><ul><li>Health </li></ul><ul><li>Mobility </li></ul><ul><li>Population </li></ul><ul><li>Trust and reputation </li></ul><ul><li>Values and Beliefs </li></ul><ul><li>Identity </li></ul><ul><li>Consumerism </li></ul><ul><li>Network and Connectivity </li></ul><ul><li>Space </li></ul><ul><li>Science Futures </li></ul><ul><li>Science and Society </li></ul><ul><li>Resource Availability </li></ul><ul><li>Climate Change </li></ul><ul><li>Environmental Degradation </li></ul><ul><li>Urbanisation </li></ul>The Outsights Framework “ 21 Drivers for the 21st Century” is a provocative and future-orientated scan of the 21 key forces shaping this century - from the rise of the BRIC’s to the challenges of resource availability and the explosion of information . EA-envision: Strategic Enterprise Management Framework
  28. 28. COSO: - Enterprise Risk Management Framework <ul><li>The COSO Enterprise Risk Management Framework has eight Components and four objectives categories. The eight components are: - </li></ul><ul><ul><li>Internal Environment </li></ul></ul><ul><ul><li>Objective Setting </li></ul></ul><ul><ul><li>Event Identification </li></ul></ul><ul><ul><li>Risk Assessment </li></ul></ul><ul><ul><li>Risk Response </li></ul></ul><ul><ul><li>Control Activities </li></ul></ul><ul><ul><li>Information and Communication </li></ul></ul><ul><ul><li>Monitoring </li></ul></ul><ul><li>The four objectives categories – these additional highlighted COSO components are: - </li></ul><ul><ul><li>Strategy - high-level goals, aligned with and supporting the organization's mission </li></ul></ul><ul><ul><li>Operations - effective and efficient use of resources </li></ul></ul><ul><ul><li>Financial Reporting - reliability of operational and financial reporting </li></ul></ul><ul><ul><li>Compliance - compliance with applicable laws and regulations </li></ul></ul>EA-envision: Strategic Enterprise Management Framework
  29. 29. COSO: - Framework Development <ul><li>Framing and Scoping the Risk Management Study – Risk Research –evaluating and understanding the problem domain </li></ul><ul><li>Decide Risk Appetite and Risk Mitigation Strategies – Risk Identification –identifying applicable threats and Risk Categories </li></ul><ul><li>Determine Risk Organization Structure and Governance Methods – Risk Prioritization – ordering and prioritising threats by probability / magnitude </li></ul><ul><li>Develop Risk Management Framework Structure, Methods and Metrics – Risk Assessment – comparing and balancing the individual threat posed by each risk item in the ordered and prioritized consolidated enterprise risk register </li></ul><ul><li>Design Risk Management Framework Reporting and Controls – Risk Planning – assessing the overall threat contained within the risk register </li></ul><ul><li>Design Risk Management Framework Model and Processes – Risk Management Strategies – transferring, avoiding, reducing or accepting risk </li></ul><ul><li>Deploy Risk Management Framework Infrastructure and Systems – Risk Mitigation – introduce Risk Management processes, systems and controls </li></ul><ul><li>Implement Risk Management Framework – Risk Implementation – start managing risk by reducing uncertainty through the targeted application of strategic foresight, planning and forecasting and enterprise risk management processes, systems and controls </li></ul>
  30. 30. Solution Architecture – Compliance Reporting Settlements Treasury Business Rules Service Registry <ul><li>Enterprise Repository </li></ul><ul><li>Compliance Reporting Objects </li></ul><ul><li>Data Warehouse and Data Marts </li></ul><ul><li>Processes and Business Rules </li></ul><ul><li>Functions and Business Services </li></ul><ul><li>Enterprise Portfolio Management….. </li></ul>Domain Specific Reports E-Mail CMS Cached Reports Monitoring E-mail template Report Formats Configuration and Customisation Data Trading Exchange Server Intelligent Agents and Alerts Enterprise Services Enterprise Portfolio Management Data Transactional Data & Fiscal Information Reporting Asset Management Securities, Custody, Debt, Risk AD Finance Products, Trades, Counterparties Mobile PDA MVNO VPN WAN Reports Internet Local Users Remote Users Mobile Users Dashboard Enterprise Data Cloud Report Content Stakeholder Views Reports and E - Mail
  31. 31. Broadband or ISDN 30 Fire walled DMZ CC-ICS Message Server ISP E-Mail Message Connection Servers Infrastructure Architecture – Compliance Reporting and Intelligent Agents and Alerts Enterprise Data Cloud Remote Users Enterprise Data Cloud Cluster Local / Remote Hosted Users Mobile Users Mobile Users VPN Internet Feature Net WAN B a y N e t w o k s S D B a y N w o r k s B a y S t a c k A c c e s s P n t 6 5 0 W r e s s Remote PABX Voice Gateway (CISCO 2640) QSIG DPNSS Westell Protocol Converter D H E W L E T T P A C A R D D H E W L E T T P A C A R D D H E W L E T T P A C A R D Voice Connection Servers D H E W L E T T P A C A R D D H E W L E T T P A C A R D D H E W L E T T P A C A R D D H E W L E T T P A C A R D D H E W L E T T P A C A R D CTI Cluster D H E W L E T T P A C A R D D H E W L E T T P A C A R D D H E W L E T T P A C A R D Reporting Database Cluster 10/100 MBit Switched Ethernet LAN WAN MVNO 3 rd Party Managed MVNO Platform Legacy Systems D H E W L E T T P A C A R D D H E W L E T T P A C A R D D H E W L E T T P A C A R D EAI Hub D H E W L E T T P A C A R D CISCO Call Manager D H E W L E T T P A C A R D D H E W L E T T P A C A R D D H E W L E T T P A C A R D Remote Users Local Users
  32. 32. Part 2 Section B – Internal Enterprise Governance EA-envision: Strategic Enterprise Management Framework
  33. 33. EA-envision: Business Strategic Alignment <ul><li>Programme Management </li></ul><ul><ul><li>Sponsorship, Scope, Functionality. Timeline, Budget </li></ul></ul><ul><li>Technology Support </li></ul><ul><ul><li>COTS Diagnostics, CASE Tools & Enterprise Repository </li></ul></ul><ul><li>Enterprise Portfolio Management </li></ul><ul><ul><li>Project Portfolios, Business Architecture, Infrastructure </li></ul></ul>Enterprise Data Cloud™ EA-envision: Strategic Enterprise Management Framework
  34. 34. COTS Programmes – the challenge <ul><li>Business Programmes – Business Transformation Programmes and their associated Processes, Enterprise Services, COTS Applications and Integration Architecture are very complex, high cost / high risk investments and are becoming increasingly difficult to understand and manage. They encompass a huge mass of detail and depend upon the success of a large number of embedded, mission-critical business and technology decisions. </li></ul><ul><li>Enterprise / Solution Architecture – There is an overarching responsibility to understand the many impacts of each of these decisions and get them right first time – or run the risk of potentially catastrophic business interruption or failure if we get these decisions wrong. A structured Enterprise Architecture and Service-oriented Architecture Framework guides us successfully through architecting, designing and delivering Enterprise Services via the Enterprise Service Bus. </li></ul>EA-envision: Strategic Enterprise Management Framework
  35. 35. Business Strategic Assessment <ul><li>What are the detailed Business Strategies of the enterprise and how should these be implemented (Business Strategy Development and Organizational Change) ? </li></ul><ul><ul><li>Business Strategy Development : - </li></ul></ul><ul><ul><li>Vision – Mission – Businesses Drivers – Strategies – Outcomes – Goals – Objectives </li></ul></ul><ul><li>What processes the enterprise executes, how they are integrated, and how they contribute to the strategy of the organization (Business Process Management)? </li></ul><ul><li>How human resources are being utilized and whether there is optimum use of skills and resources available across processes and functions (Human Resources and Talent Management)? </li></ul><ul><li>To what extent the organization establishment is a proper reflection of appropriate roles and responsibilities, in order to effectively and efficiently carry out all work (Organization Management)? </li></ul><ul><li>What IT applications are available in the enterprise , how they interface and what processes and functions they support (IT Portfolio Management)? </li></ul><ul><li>How the performance of each process, each function and each individual (CSF’s, KPI’s and business metrics) adds up to the organization’s overall performance (Enterprise Performance Management)? </li></ul><ul><li>What business and technology projects are currently underway, how they enable business change, what processes and IT applications do they change and have impact upon and how this contributes to the strategy of the organization (Business Program Management and Project Portfolio Management)? </li></ul><ul><ul><li>Strategic Technology Enablers: - </li></ul></ul><ul><ul><li>ERP – CRM – Process Orchestration – Collaboration – Productivity – Enterprise Data Cloud </li></ul></ul><ul><ul><li>Enterprise Application Integration Architecture – Enterprise Service Bus – Enterprise Services </li></ul></ul>
  36. 36. COTS Programme Risk Breakdown Structure <ul><li>Programme Risk </li></ul><ul><ul><li>External Dependencies </li></ul></ul><ul><ul><li>Resources and Prioritization </li></ul></ul><ul><ul><li>Financials – Funding and Budget Allocation </li></ul></ul><ul><ul><li>Timeline – Constraints, Dependencies, Milestones and Deliverables </li></ul></ul><ul><ul><li>Configuration Management – People, Process and Technology Change </li></ul></ul><ul><ul><li>Internal and External Governance and Compliance: – </li></ul></ul><ul><ul><ul><li>Legislative, Statutory and Regulatory Compliance </li></ul></ul></ul><ul><ul><ul><li>Architecture Governance – Security Principles, Policies and Standards </li></ul></ul></ul><ul><ul><ul><li>Business Due Diligence – Procurement and Strategic Vendor Management </li></ul></ul></ul><ul><ul><li>Customer Acceptance and Satisfaction, Benefits Realisation </li></ul></ul><ul><li>Operational Risk </li></ul><ul><ul><li>Internal Threats / Changes in Direction – Business Strategy, Executive Sponsorship, Financials & HR, Project Change, Delay and Cancellation </li></ul></ul><ul><li>Systemic Risk </li></ul><ul><ul><li>External Threats – Military, Political, Legislative, Regulatory, Economic, Industrial, Social, Climatic, Environmental and Ecological Threats </li></ul></ul>
  37. 37. COTS Strategic Threat Assessment <ul><li>Did you know that there are..... </li></ul><ul><ul><li>Rarely issues with: - </li></ul></ul><ul><ul><ul><li>COTS Software? </li></ul></ul></ul><ul><ul><li>Occasional issues with: - </li></ul></ul><ul><ul><ul><li>Infrastructure and Integration Architecture? </li></ul></ul></ul><ul><ul><li>Often issues with: - </li></ul></ul><ul><ul><ul><li>Programme and Project Management? </li></ul></ul></ul><ul><ul><ul><li>Stakeholder Communications and Relationship Management? </li></ul></ul></ul><ul><ul><li>Frequent issues with: - </li></ul></ul><ul><ul><ul><li>Business Process Management? </li></ul></ul></ul><ul><ul><ul><li>COTS Alignment with the Business Operating Model? </li></ul></ul></ul><ul><ul><li>Always issues achieving: - </li></ul></ul><ul><ul><ul><li>Benefits Realisation Strategy? </li></ul></ul></ul><ul><ul><ul><li>Business Performance Improvement? </li></ul></ul></ul>
  38. 38. COTS Business Strategic Alignment <ul><li>Stakeholder Management </li></ul><ul><ul><li>Business Case Development </li></ul></ul><ul><ul><li>Benefits Realisation Strategy </li></ul></ul><ul><li>Programme / Project Management </li></ul><ul><ul><li>Executive Project Buy-in and Sponsorship </li></ul></ul><ul><ul><li>Complexity Level – Scope, Requirements, Functionality </li></ul></ul><ul><ul><li>Programme and Project Planning / Enterprise Portfolio Management </li></ul></ul><ul><ul><ul><li>3 rd Parties, Constraints, Dependencies, Resources, Timeline, Milestones, Budget </li></ul></ul></ul><ul><li>Enterprise Portfolio Management </li></ul><ul><ul><li>Business Architecture </li></ul></ul><ul><ul><li>Functional Architecture </li></ul></ul><ul><ul><li>Infrastructure Architecture </li></ul></ul><ul><ul><li>Configuration Management – Baseline Versioning, Change Management </li></ul></ul><ul><li>COTS Functionality </li></ul><ul><ul><li>Requirements Discovery </li></ul></ul><ul><ul><li>Requirements Definition (Blueprint) </li></ul></ul><ul><ul><li>Business Operating Model (BOM) Design </li></ul></ul><ul><li>Technology Support </li></ul><ul><ul><li>CASE Tools and Enterprise Repository </li></ul></ul><ul><ul><li>COTS Diagnostics. Analytics, Reporting and Controls </li></ul></ul>EA-envision: Strategic Enterprise Management Framework
  39. 39. EA-envision: The Solution... <ul><li>What EA-envision: can do... </li></ul><ul><ul><li>For more than a decade, EA-envision: has helped multi-national companies such as BP International, DHL and Central Government Departments implement their mission-critical COTS projects - across the UK, Europe, Middle East and Asia Pacific. </li></ul></ul><ul><ul><li>Whether you're operating in the mid-market, within a Fortune 500 firm or in a Central Government Department - you can benefit from our extensive COTS experience, in-depth knowledge, and proven methodology. </li></ul></ul><ul><li>EA-envision: are able to offer Clients… </li></ul><ul><ul><li>EA-envision: Business Evaluator - a method and set of CSF’s. KPI’s and Business Metrics to independently asses the operational effectiveness of your business transformation programme . </li></ul></ul><ul><ul><li>EA-envision: COTS Evaluator - a &quot;Diagnostic Tool&quot; and set of processes to automatically measure the relative state of your current COTS projects and previous COTS implementations </li></ul></ul><ul><ul><li>EA-envision: Project Recovery - If the project is at risk we can place an Advisory Team on site to implement specific turn-around interventions and provide a detailed project recovery plan </li></ul></ul><ul><li>Why EA-envision: </li></ul><ul><ul><li>EA-envision: has an unmatched track record of implementing COTS systems and helping Fortune 1000 Clients achieve Strategic Business / Technology Alignment and deliver desired outcomes and realise business benefits from their COTS and Information Technology Projects. </li></ul></ul><ul><li>Why now... </li></ul><ul><ul><li>You don’t have time to waste. The sooner you determine to tackle your implementation issues... Then the sooner they can be fixed and the sooner you can achieve your planned outcomes…. </li></ul></ul>EA-envision: Strategic Enterprise Management Framework
  40. 40. COTS Diagnostics – Business Impact Assessment and Reporting Portfolio Management Enterprise Architecture ERP Service Registry <ul><li>Enterprise Repository </li></ul><ul><li>Architecture Design Objects </li></ul><ul><li>Processes </li></ul><ul><li>Functions </li></ul><ul><li>Business Services </li></ul><ul><li>Project Portfolio Management….. </li></ul>Project Specific Reports E-Mail CMS Cached Reports Monitoring E-mail template CRM Configuration & Customisation Data Project Planning VPN Exchange Server Intelligent Agents and Alerts Services Requirements Models Function Library Application Catalogue Data Models Solution Options Solution Designs Service Repository Project Planning and Enterprise Portfolio Management Data Reporting Solution Options Design AD CASE & Planning Tools
  41. 41. EA-envision: Business Innovation Enterprise Data Cloud™
  42. 42. Enterprise Data Cloud™ <ul><li>The Enterprise Data Cloud™ is a dedicated server array, or cluster, designed for the optimisation of parallel load and query of vast amounts of transactional data – for data warehouse, business intelligence and analytics in very large-scale Enterprise Information Management and Enterprise Content Management applications. </li></ul><ul><ul><li>Integrated hardware, database and storage device </li></ul></ul><ul><ul><ul><li>Inexpensive hardware </li></ul></ul></ul><ul><ul><ul><li>Open-source software and database </li></ul></ul></ul><ul><ul><ul><li>Low-cost, high-performance solution </li></ul></ul></ul><ul><ul><li>Massively Parallel Processing architecture </li></ul></ul><ul><ul><ul><li>Shared-Nothing implementation </li></ul></ul></ul><ul><ul><ul><li>Maximizes parallelism </li></ul></ul></ul><ul><ul><ul><li>Removes data flow bottlenecks </li></ul></ul></ul>
  43. 43. Enterprise Data Cloud™ <ul><li>- most powerful database architecture available </li></ul><ul><ul><li>Optimized for Parallel Loading, Parallel Query, BI and Analytics </li></ul></ul><ul><ul><li>Information management for Customer Insight & Loyalty Applications </li></ul></ul><ul><li>Provides automatic parallelization </li></ul><ul><ul><li>No need for complex manual partitioning or tuning </li></ul></ul><ul><ul><li>Load-and-go query management - just like any conventional database </li></ul></ul><ul><li>Tables are distributed across segments </li></ul><ul><ul><li>Each node contains a physical data subset of partitioned table rows </li></ul></ul><ul><li>Extremely scalable and I/O optimized </li></ul><ul><ul><li>All nodes can scan and process in parallel </li></ul></ul><ul><ul><li>No I/O contention between segments </li></ul></ul><ul><li>Linear scalability by adding nodes </li></ul><ul><ul><li>Each node adds storage, query performance and loading performance </li></ul></ul>
  44. 44. Enterprise Data Cloud™ <ul><li>Physical Consolidation </li></ul><ul><ul><li>Performance, Scalability and Business Agility </li></ul></ul><ul><ul><li>Unlocking the power and potential of the Enterprise Data Cloud™ </li></ul></ul><ul><ul><li>Improve server utilization and reduce overall hardware costs </li></ul></ul><ul><li>Predictable Service Levels </li></ul><ul><ul><li>Mission critical reliability </li></ul></ul><ul><ul><li>Maximum performance </li></ul></ul><ul><ul><li>Faster business innovation </li></ul></ul><ul><ul><li>Self-serve provisioning of data warehouses </li></ul></ul><ul><ul><li>Incrementally expand processors and storage </li></ul></ul><ul><ul><li>Less friction to pursue business objectives </li></ul></ul><ul><ul><li>Data Access </li></ul></ul><ul><ul><li>Co-locate all enterprise data and content all in one infrastructure </li></ul></ul><ul><ul><li>Make query and analysis available via any language (SQL, M/R, etc.) </li></ul></ul>
  45. 45. Enterprise Data Cloud™ <ul><li>EDC: adaptive infrastructure for data warehousing and analytics </li></ul><ul><ul><li>A single enterprise-wide platform for all your data </li></ul></ul><ul><ul><ul><li>Self-serve provisioning of data warehouses and data marts </li></ul></ul></ul><ul><ul><ul><li>Start small and grow incrementally towards a global scale EDC </li></ul></ul></ul><ul><ul><li>On-site capability with an upgrade path to the public cloud </li></ul></ul><ul><ul><li>Provision, allocate resources and resize data warehouses in minutes </li></ul></ul><ul><ul><li>Enterprise data management with access to all information / content </li></ul></ul>DBA Analyst UK – South 200 nodes UK – North 100 nodes Europe 200 nodes Infrastructure Warehouses Operations
  46. 46. Enterprise Data Cloud™ Network Interconnect ... ... Master Servers Query planning & dispatch Segment Servers Query processing & data storage External Sources Loading, streaming, etc. Greenplum MPP (Massively Parallel Processing) Shared-Nothing Architecture ... ... SQL Query Governor
  47. 47. Enterprise Data Cloud™ High Speed Loader JDBC™ ODBC SQL/92 OLEDB Greenplum MPP (Massively Parallel Processing) Shared-Nothing Architecture
  48. 48. EA-envision: Strategic Vendors Hardware Vendors BI Tools Business Partners Solutions Enterprise Data Cloud™ EA-envision
  49. 49. EA-envision: Business Innovation <ul><li>Company </li></ul><ul><ul><li>Business and Technology Innovation Management Consultancy Firm </li></ul></ul><ul><li>Vertical Markets </li></ul><ul><ul><li>Utilities, Energy, Oil and Gas </li></ul></ul><ul><ul><li>Consumer Product Manufacturers </li></ul></ul><ul><ul><li>Retail, Telco and Financial Services </li></ul></ul><ul><li>Process </li></ul><ul><ul><li>Analysis and evaluation of emerging technologies & business concepts </li></ul></ul><ul><li>Deliverable </li></ul><ul><ul><li>Pattern and Trend Analysis, Horizon Scanning, Monitoring and Tracking </li></ul></ul><ul><ul><li>Fast query response times based on detailed historic data and content coupled with p owerful insigh ts into future scenarios, patterns & trends </li></ul></ul><ul><li>Benefits </li></ul><ul><ul><li>Achieve strategic technology innovation and business agility targets </li></ul></ul><ul><ul><li>Unlocking the power and potential of the Enterprise Data Cloud™ </li></ul></ul>EA-envision
  50. 50. EA-envision: Business Innovation <ul><li>EA-envision: Business Innovation recently launched in the UK as a new Business Advisory Consulting company featuring a centre of excellence for Horizon Scanning and Emerging Technologies. EA-envision offer a flexible approach from Strategy Consulting and Business Transformation programme management through Technology-enabled Project Delivery to complete outsourced end-to-end Enterprise Portfolio Management solutions for Business Agility and Technology Innovation. </li></ul><ul><li>When it comes to incisive Technology Innovation and Business Agility Solutions, EA-envision is becoming the advisor of choice for a small but growing community of the world's most innovative and progressive organizations. EA-envision Business Innovation Solutions enable organisations across diverse business sectors to manage market uncertainty and risk in order to obtain desired future outcomes and achieve business performance targets. </li></ul><ul><li>EA-envision work alongside our customers to deliver advanced Business Innovation solutions. Our customers and business partners can choose from individual services and consultancy assignments to complete end-to-end outsourced solutions across these key areas — Future Management - Scenario Planning and Impact Analysis, and Horizon Scanning , Monitoring, Tracking and Prediction — in order to enable agile, faster and more informed product and service delivery into increasingly complex and uncertain global markets. </li></ul>EA-envision: Strategic Enterprise Management Framework © EA-envision
  51. 51. EA-envision: Business Innovation <ul><li>EA-envision: Futures Study topics include: - </li></ul><ul><li>Industry Sector Futures Studies </li></ul><ul><ul><li>Telco Sector Futures </li></ul></ul><ul><ul><li>Retail Sector Futures </li></ul></ul><ul><ul><li>Oil and Gas Sector Futures </li></ul></ul><ul><ul><li>Energy and Utilities Sector Futures </li></ul></ul><ul><li>Political and Economic Futures Studies </li></ul><ul><ul><li>Population Drift and Urbanisation - Ethno-graphics and Demographics Futures </li></ul></ul><ul><ul><li>Agents and Catalysts of Political Change - Social Anthropology and Cultural Identity Futures </li></ul></ul><ul><ul><li>Climate Change and Environmental Degradation - Agronomy, Forestry and Fisheries Futures </li></ul></ul><ul><ul><li>SMART Vehicle Management - Road Safety, Traffic Management & Electronic Tolling Futures </li></ul></ul><ul><li>EA-envision: Stages of Futures Topic Evolution </li></ul><ul><ul><li>Idea </li></ul></ul><ul><ul><li>Planning and Scope </li></ul></ul><ul><ul><li>Research and Development </li></ul></ul><ul><ul><li>Analysis and Design </li></ul></ul><ul><ul><li>Sponsorship and Delivery </li></ul></ul><ul><ul><li>Publication and Communication </li></ul></ul>EA-envision: Strategic Enterprise Management Framework © EA-envision
  52. 52. Contact Details <ul><li>Shahid Mahmood Azhar is a global business, technology and architecture leader with over eighteen years of industry experience. As a business / IT advisory consultant and enterprise portfolio manager, he has worked with a wide variety of clients in a broad range of market sectors including Telco, Media, Retail, Government and Financial Services. He has extensive experience in strategy discovery and delivery, business and architecture modelling, risk / problem / opportunity management, solution architectures and strategy-enabling technologies. Shahid has an Engineering degree, with a professional management background - coupled with an MBA. </li></ul><ul><li>Email : [email_address] </li></ul><ul><li>Mobile Phone:   + 44 (0) 7509 153 955 </li></ul><ul><li>Nigel Tebbutt is a versatile TOGAF and PMP certified Futurist, Strategist and Business Architect – Telecommunications Strategic Business Transformation and Technology Change Management. He began his career in Finance, Planning and Strategy before moving into Business and IT Architecture. Due to a broad and diverse career history he performs Future Management leadership roles from a distinctly customer focussed viewpoint – maintaining future-oriented and strategic Stakeholder Management and Benefits Realisation perspectives. Nigel takes a highly practical and pragmatic approach to the targeted application of strategy-enabling technology and delivery of quick wins to early adopters along the way. </li></ul><ul><li>Email: [email_address] </li></ul><ul><li>Mobile Phone : +44 (0) 7832 182595 </li></ul>EA-envision: Strategic Enterprise Management Framework © EA-envision

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