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Governance: a tool for growth

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Governance ensures that the target is clear and an adequate infrastructure is in place to sustain continuous movement towards target state (growth).

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Governance: a tool for growth

  1. 1. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Seminar | GOVERNANCE: A TOOL FOR GROWTH February 28, 2018 Presenter: Alicia Perez
  2. 2. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Alicia Perez, BSc, CISA, CGEIT Alicia holds a B.Sc. in Computer Science from the University of the West Indies and designation for ISACA’s Certified Information Systems Auditor (CISA) and Certified in the Governance of Enterprise IT (CGEIT). Alicia has over twelve (12) years of business assurance and IS audit & assurance experience and has worked on and managed a number of major IS and business transformation projects. Introduction Symptai Consulting Limited Symptai Consulting Limited is an independent IS Audit, Security & Business Assurance firm founded in 1998. We are an industry leader in technology solutions for assurance, security, business processes, and compliance with numerous success stories and excellent client retention rates. Our services fall under three main lines of business: • Business Assurance Services • IS Audit & Assurance Services • IS Security Services
  3. 3. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Session Objective & Outline • Objective To understand and examine practical use cases for governance to achieve growth. Session Outline • Governance • The definition • In context • Its pillars • Governance: A Use Case for Growth • Closing • Questions & Answers
  4. 4. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: The Definition • “Governance comprises the arrangements put in place to ensure that the intended outcomes for stakeholders are defined and achieved”. -International Framework: Good Governance in the Public Sector • “Governance is the leadership, organization structures and processes that ensures that the enterprise sustains and extends strategy and objectives. It ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritisation and decision making; and monitoring performance and compliance against agreed-on direction and objectives”. -ISACA CobiT 5
  5. 5. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: In Context Get Raw Material Create Product/Service Market & Sell Product/Service Maintain & Grow Business
  6. 6. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: In Context Get Raw Material Create Product/Service Market & Sell Product/Service Maintain & Grow Business What must be achieved & why? 1 Who is responsible? 2 How much risk are we willing to undertake in pursuit of the goal? What are the resource requirements? 3 How do we ensure objective realization? 4 How do we ensure transparency to optimize the decision making process? 5
  7. 7. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: Its Pillars What must be achieved & why? 1 Who is responsible? 2 How much risk are we willing to undertake in pursuit of the goal? What are the resource requirements? 3 How do we ensure objective realization? 4 How do we ensure transparency to optimize the decision making process? 5 • ORGANIZATION CORE VALUES, PRINCIPLES & STRATEGIC IMPERATIVES • Definition of target outcomes • SMART (Specific, Measurable, Achievable, Relevant & Time based) • Adequately represents the interests of all stakeholder groups – Doing the right things • Values: Integrity, Ethics, Respecting the Rule of Law • Provides a compelling call to action that is catalyst for sometimes necessary culture and behaviour reforms
  8. 8. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: Its Pillars What must be achieved & why? 1 Who is responsible? 2 How much risk are we willing to undertake in pursuit of the goal? What are the resource requirements? 3 How do we ensure objective realization? 4 How do we ensure transparency to optimize the decision making process? 5 • ORGANIZATION STRUCTURE ROLES & RESPONSIBILITIES Board Management Operations Operations Governance Body(ies) Protect the prosperity of the company and the interests of owners & stakeholders
  9. 9. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: Its Pillars What must be achieved & why? 1 Who is responsible? 2 How much risk are we willing to undertake in pursuit of the goal? What are the resource requirements? 3 How do we ensure objective realization? 4 How do we ensure transparency to optimize the decision making process? 5 • ORGANIZATION STRUCTURE ROLES & RESPONSIBILITIES Board Management Operations Operations Governance Bodies Set direction and monitors for performance & conformance
  10. 10. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: Its Pillars What must be achieved & why? 1 Who is responsible? 2 How much risk are we willing to undertake in pursuit of the goal? What are the resource requirements? 3 How do we ensure objective realization? 4 How do we ensure transparency to optimize the decision making process? 5 • ORGANIZATION STRUCTURE ROLES & RESPONSIBILITIES Board Management Operations Operations Governance Bodies Align with direction and instruct & monitor operations to meet objectives Accountability
  11. 11. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: Its Pillars What must be achieved & why? 1 Who is responsible? 2 How much risk are we willing to undertake in pursuit of the goal? What are the resource requirements? 3 How do we ensure objective realization? 4 How do we ensure transparency to optimize the decision making process? 5 • RISK OPTIMIZATION • Definition of the optimum level of risk that must be taken to meet strategic goals • Monitoring to ensure that optimum balance is maintained • Identifying instances where approaches are too conservative • Initiatives and/or practices that expose the organization above risk tolerance levels • RESOURCE OPTIMIZATION • Ensuring the requisite capabilities are in place to support and move the organization/entity forward.
  12. 12. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: Its Pillars What must be achieved & why? 1 Who is responsible? 2 How much risk are we willing to undertake in pursuit of the goal? What are the resource requirements? 3 How do we ensure objective realization? 4 How do we ensure transparency to optimize the decision making process? 5 • BENEFIT REALIZATION • There is a clear line of sight to how the intended benefits of an initiative will be achieved • There is clear ownership for the realization of benefits • Monitoring considers benefit pre-requisites, is credible and timely to facilitate corrective action such that objectives can be achieved • Management is held accountable for the creation of promised value (not just task execution)
  13. 13. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: Its Pillars What must be achieved & why? 1 Who is responsible? 2 How much risk are we willing to undertake in pursuit of the goal? What are the resource requirements? 3 How do we ensure objective realization? 4 How do we ensure transparency to optimize the decision making process? 5 • TRANSPARENCY • Reporting lines are established • Communication protocol is established • Access to accurate, complete, audience appropriate information • Dashboards
  14. 14. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: A Use Case for Growth • TYPICAL GROWTH COMPLAINTS • There is a lot of hard work; deliverables are being produced but bottom line is not being impacted & stakeholders are not happy • Projects are constantly delayed and the work load is overwhelming • We are bombarded with executive board level sponsored special audits and investigations • All the artefacts of good governance are in place (policies, strategy documents etc); targets are however consistently missed • We have great ideas but by the time we clear approval protocol, we have lost competitive advantage or relevance is threatened • GROWTH • Gradual movement towards an agreed mature / optimal state
  15. 15. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: A Use Case for Growth • PRIMARY PROBABLY ROOT CAUSE • TYPICAL GROWTH COMPLAINTS 1. There is a lot of hard work; deliverables are being produced but bottom line is not being impacted & stakeholders are not happy 2. Projects are constantly delayed and the work load is overwhelming 3. We are bombarded with executive board level sponsored special audits and investigations 4. All the artefacts of good governance are in place (policies, strategy documents etc); targets are however consistently missed 5. We have great ideas but by the time we clear approval protocol, we have lost competitive advantage or relevance is threatened Values & Strategic Misalignment 1 Inadequate Organization Structure, Roles & Responsibilities 2 Poor Risk & Resource Management 3 Inadequate Benefit Realization Processes 4 Inadequate Transparency 5
  16. 16. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: A Use Case for Growth • PRIMARY PROBABLY ROOT CAUSE • TYPICAL GROWTH COMPLAINTS 1. There is a lot of hard work; deliverables are being produced but bottom line is not being impacted & stakeholders are not happy 2. Projects are constantly delayed and the work load is overwhelming 3. We are bombarded with executive board level sponsored special audits and investigations 4. All the artefacts of good governance are in place (policies, strategy documents etc); targets are however consistently missed 5. We have great ideas but by the time we clear approval protocol, we have lost competitive advantage or relevance is threatened Values & Strategic Misalignment 1 Inadequate Organization Structure, Roles & Responsibilities 2 Poor Risk & Resource Management 3 Inadequate Benefit Realization Processes 4 Inadequate Transparency 5
  17. 17. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: A Use Case for Growth • PRIMARY PROBABLY ROOT CAUSE • TYPICAL GROWTH COMPLAINTS 1. There is a lot of hard work; deliverables are being produced but bottom line is not being impacted & stakeholders are not happy 2. Projects are constantly delayed and the work load is overwhelming 3. We are bombarded with executive board level sponsored special audits and investigations 4. All the artefacts of good governance are in place (policies, strategy documents etc); targets are however consistently missed 5. We have great ideas but by the time we clear approval protocol, we have lost competitive advantage or relevance is threatened Values & Strategic Misalignment 1 Inadequate Organization Structure, Roles & Responsibilities 2 Poor Risk & Resource Management 3 Inadequate Benefit Realization Processes 4 Inadequate Transparency 5
  18. 18. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: A Use Case for Growth • PRIMARY PROBABLY ROOT CAUSE • TYPICAL GROWTH COMPLAINTS 1. There is a lot of hard work; deliverables are being produced but bottom line is not being impacted & stakeholders are not happy 2. Projects are constantly delayed and the work load is overwhelming 3. We are bombarded with executive board level sponsored special audits and investigations 4. All the artefacts of good governance are in place (policies, strategy documents etc); targets are however consistently missed 5. We have great ideas but by the time we clear approval protocol, we have lost competitive advantage or relevance is threatened Values & Strategic Misalignment 1 Inadequate Organization Structure, Roles & Responsibilities 2 Poor Risk & Resource Management 3 Inadequate Benefit Realization Processes 4 Inadequate Transparency 5
  19. 19. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Governance: A Use Case for Growth • PRIMARY PROBABLY ROOT CAUSE • TYPICAL GROWTH COMPLAINTS 1. There is a lot of hard work; deliverables are being produced but bottom line is not being impacted & stakeholders are not happy 2. Projects are constantly delayed and the work load is overwhelming 3. We are bombarded with executive board level sponsored special audits and investigations 4. All the artefacts of good governance are in place (policies, strategy documents etc); targets are however consistently missed 5. We have great ideas but by the time we clear approval protocol, we have lost competitive advantage or relevance is threatened Values & Strategic Misalignment 1 Inadequate Organization Structure, Roles & Responsibilities 2 Poor Risk & Resource Management 3 Inadequate Benefit Realization Processes 4 Inadequate Transparency 5
  20. 20. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Closing • Governance ensures that the target is clear and an adequate infrastructure is in place to sustain continuous movement towards target state (growth). • Growth is possible without good governance but good governance creates the ecosystem for sustainable growth.
  21. 21. Celebrating 20 Years of Platinum Service Governance: A Tool for Growth Questions

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