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The Intersection of Risk, Security, and Performance

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In many organizations, risk is seen as a compliance function, corporate security as something we have to do but reluctantly, and neither is connected to enabling success. How can leaders of these functions break out of any silo mentality and help leadership connect their essential work to the achievement of enterprise objectives? How can corporate security, risk, and internal audit work together?

Presentation by: Norman Marks, Evangelist and Mentor, OCEG Fellow

Published in: Business
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The Intersection of Risk, Security, and Performance

  1. 1. In many organizations, risk is seen as a compliance function, corporate security as something we have to do but reluctantly, and neither is connected to enabling success. How can leaders of these functions break out of any silo mentality and help leadership connect their essential work to the achievement of enterprise objectives? How can corporate security, risk, and internal audit work together?
  2. 2. ▪ Deliver value to stakeholders. ▪ Be successful. ▪ Achieve or exceed our objectives.
  3. 3. ▪ Focus on the objectives and strategies of the organization. ▪ What can happen that might affect success? ✓ Improve results ✓ Inhibit success ▪ That is “risk”.
  4. 4. “Enterprise risk management helps an entity get to where it wants to go and avoid pitfalls and surprises along the way.”
  5. 5. ▪ “A greater likelihood of achieving business objectives”. ▪ “More informed risk-taking and decision- making”.
  6. 6. The purpose of managing risk is to increase the likelihood of an organization achieving its objectives by being in a position to manage threats and adverse situations and being ready to take advantage of opportunities that may arise. National Guidance on Implementing ISO 31000:2009 From NSAI in Ireland
  7. 7. It’s about setting the right objectives.
  8. 8. It’s about making intelligent decisions.
  9. 9. It’s about taking the right risks.
  10. 10. It’s all about achieving or exceeding objectives.
  11. 11. ▪ A failure to secure the organization and its assets can impair performance and success. ▪ It can be a risk. ▪ But the risk should be measured against the effect on the organization’s objectives.
  12. 12. ▪ It’s all about achieving or exceeding objectives. ▪ Understanding what might happen is key. ▪ Acting where necessary is critical. ▪ Security failures are risks to be managed – as they relate to the achievement of objectives.
  13. 13. ▪ Performance management. ▪ Where are we? ▪ What lies ahead? ▪ What do we need to do?
  14. 14. ▪ A common goal – help the organization succeed. ▪ Focus on how we can contribute. ▪ Focus on what might happen and what we need to do. ▪ Work together to act for the corporate good. ▪ Communicate! Communicate! Communicate!
  15. 15. ▪ It’s not about ‘me’ or ‘my team’. ▪ It’s not about ‘you’. ▪ It’s about the success of the organization.
  16. 16. @normanmarks nmarks2@yahoo.com normanmarks.wordpress.com

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