Knowledge Management, Innovation & Productivity as an Integral Part of Good Governance Prof. K. Subramanian SM(IEEE, USA),...
Agenda <ul><li>Recent Developments </li></ul><ul><li>Myths of KM </li></ul><ul><li>KM & Society </li></ul><ul><li>Innovati...
Important Notable  Quotes <ul><li>“ Ever since men began to modify their lives by using technology they have found themsel...
Important Notable  Quotes <ul><li>Productivity and Innovation  are the strongest determinants of standard of living in the...
Typical Global Scenario <ul><li>Cyberspace is Dynamic, Undefined and Exponential </li></ul><ul><li>Countries’ need dynamic...
Global issues with Governance of Cyberspace <ul><li>Information Technology & Business: current </li></ul><ul><li>status an...
The drivers and emerging trends in the Digital/Information age Economic Drivers Technological Advances Political Drivers S...
These changes impact the fundamental way that organizations compete in the digital/information age .   Industrial Age Foun...
MEDIATING FACTORS:   Environment  Culture Structure  Standard Procedures  Politics  Management Decisions  Chance ORGANIZAT...
17 Myths of KM <ul><li>A. The nature of knowledge </li></ul><ul><ul><li>1. “Knowledge is always a plus” </li></ul></ul><ul...
17 Myths of KM <ul><li>B. The nature of knowledge sharing </li></ul><ul><ul><li>5. “Knowledge can be transferred” </li></u...
17 Myths of KM <ul><li>C. The impact of knowledge sharing </li></ul><ul><ul><li>12. “Knowledge is the only sustainable com...
Principles of  Good Governance <ul><li>Leadership </li></ul><ul><li>Selflessness </li></ul><ul><li>Integrity </li></ul><ul...
New Important Evolving Technologies <ul><ul><li>6T (IT, BT, NT, ET, CT and ST)  </li></ul></ul><ul><ul><li>Digital Cocooni...
New Environmental Changes <ul><li>Space :   Real Space (Physical)  </li></ul><ul><li>   Cyber Space (Electronic)  </li></...
The Connectivity Paradigm <ul><li>The Physical Connectivity </li></ul><ul><li>The Economic Connectivity </li></ul><ul><li>...
 
How to be an Innovative Organization <ul><li>Create a Strategic Vision </li></ul><ul><li>Establish Innovation as a Priorit...
Innovation at all Levels <ul><li>Cost </li></ul><ul><li>Culture </li></ul><ul><li>Time to Implement </li></ul><ul><li>Prod...
FUTURE CORPORATIONS’ NEW GENERATION HR POLICY <ul><li>To cover all type of Employees </li></ul><ul><li>Must attract, hold ...
KM & Community <ul><li>Despite the rise of virtual technologies, the physical work environment is still a major factor in ...
Evaluating KM Strategies: <ul><li>Cost </li></ul><ul><li>Culture </li></ul><ul><li>Time to Implement </li></ul><ul><li>Pro...
A combination of technology, innovation, leadership and inspired workforce-Ingredients for India Development <ul><li>The e...
Knowledge Work: <ul><li>Should have Autonomy & Associated Responsibility </li></ul><ul><li>Continuous Innovation should be...
Knowledge Is Power Performance of Organisations <ul><li>What's the path to better learning, better collaboration, and a be...
Innovation & Productivity through ICE Technologies <ul><li>Quantity, Quality, Customization/Personalization & Price are eq...
Evaluating KM Strategies
KNOWLEDGE WORKERS VS MANUAL WORKERS <ul><li>Own the means of Production </li></ul><ul><li>Totally Portable and Carry Enorm...
Managing Interdependencies Critical  Issues <ul><li>Infrastructure characteristics  (Organizational, operational, temporal...
<ul><li>CIO & CEO Business Led Info.strategy </li></ul><ul><li>CIO & CMO Competitive Edge & CVP </li></ul><ul><li>CIO & CT...
<ul><li>Capital Productivity (ROI, EVA, MVA) </li></ul><ul><li>Material Productivity (60% of Cost) </li></ul><ul><li>Manag...
“ IT Regulations and Policies-Compliance & Management”  CREATIVITY VS COMMAND CONTROL <ul><li>Too much Creativity </li></u...
<ul><li>Lately, management realizes that there is a need to extend governance to information technology as well, and provi...
<ul><li>With the increasingly demanded accountably of the Board of Management, an organization’s information and other int...
 
Governance Components <ul><li>Project Governance </li></ul><ul><li>IT Governance </li></ul><ul><li>Legal Governance </li><...
Cyber Governance Components <ul><ul><li>Environmental & ICT Infrastructure </li></ul></ul><ul><ul><li>Operational (logisti...
Standards, Standards, Standards <ul><li>Security </li></ul><ul><li>Audit </li></ul><ul><li>Interoperability </li></ul><ul>...
 
No one Standard Covers All………… Mission Business Objectives Business Risks Applicable Risks Internal Controls Review
BS7799-IS 15150 Vs COBIT Vs CMM Vs ITIL
ILM sophistication <ul><li>Level 1, the &quot;reactive&quot; phase   </li></ul><ul><li>is labor-intensive and automation-d...
Transition: Insurance    Assurance  &  Assurance Layered Framework <ul><li>Insurance </li></ul><ul><li>Audit </li></ul><u...
GOOD Governance Maturity Model
Lead IT governance—don't be led by it
“  Regulations and Policies-Compliance & Management” Pre-requisites  Physical Infrastructure and Mind-set <ul><li>PAST :  ...
3/7/2009 IMT Ghaziabad Lecture Prof. KS@2009 March 2009 Assurance in the PPP Environment
Good Governance  - Final Message <ul><li>“ In Governance matters  Past  is no guarantee;  </li></ul><ul><li>Present  is im...
THANK YOU For  Interaction: Prof. K. Subramanian [email_address] [email_address] [email_address] [email_address] Tele: 295...
Upcoming SlideShare
Loading in …5
×

Iipa lecture km & good governance jan 12 2011

972 views

Published on

km and good governance

Published in: Technology
  • Be the first to comment

Iipa lecture km & good governance jan 12 2011

  1. 1. Knowledge Management, Innovation & Productivity as an Integral Part of Good Governance Prof. K. Subramanian SM(IEEE, USA), SMACM(USA), FIETE, SMCSI,MAIMA,MAIS(USA),MCFE(USA) Director & Professor, Advanced Center for Informatics & Innovative Learning (ACIIL), IGNOU Honorary IT Adviser to CAG of India Ex-DDG(NIC), Ministry of Comm. & IT Emeritus President, eInformation Systems, Security, Audit Association President, Cyber Society of India
  2. 2. Agenda <ul><li>Recent Developments </li></ul><ul><li>Myths of KM </li></ul><ul><li>KM & Society </li></ul><ul><li>Innovation & Productivity </li></ul><ul><li>Standards </li></ul><ul><li>Governance & Assurance Maturity Model </li></ul>
  3. 3. Important Notable Quotes <ul><li>“ Ever since men began to modify their lives by using technology they have found themselves in a series of technological traps.” Roger Revelle </li></ul><ul><li>“ The law is the last interpretation of the law given by the last judge.”- Anon. </li></ul><ul><li>“ Privacy is where technology and the law collide.” -- Richard Smith (who traced the ‘I Love You’ and ‘Melissa viruses’) </li></ul><ul><li>&quot;Technology makes it possible for people to gain control over everything, except over technology&quot; </li></ul><ul><li>John Tudor </li></ul>
  4. 4. Important Notable Quotes <ul><li>Productivity and Innovation are the strongest determinants of standard of living in the knowledge-based society, and provide the only direct route to recession-proofing the economy, and achieving broad economic and social benefits. </li></ul><ul><li>Research performance is a robust predictor of productivity and innovation </li></ul><ul><li>Innovation is at the heart of productivity growth </li></ul>
  5. 5. Typical Global Scenario <ul><li>Cyberspace is Dynamic, Undefined and Exponential </li></ul><ul><li>Countries’ need dynamic laws, keeping pace with the technological advancements </li></ul><ul><li>In a Virtual Space, Netizens Exist, Citizens Don’t! </li></ul><ul><li>Trust in E-environments </li></ul><ul><li>Lack of a mature IT society </li></ul><ul><li>Absence of Single governing body </li></ul><ul><li>Legislation </li></ul><ul><li>High skill inventory </li></ul><ul><li>Reduce fear of being caught </li></ul><ul><li>Disgruntled Employees </li></ul>
  6. 6. Global issues with Governance of Cyberspace <ul><li>Information Technology & Business: current </li></ul><ul><li>status and future </li></ul><ul><li>Does IT matter? IT--enabled Business </li></ul><ul><li>- Role of Information, Information Systems </li></ul><ul><li>- In business </li></ul><ul><li>- Role of information technology in enabling business </li></ul><ul><li>- IT dependence </li></ul><ul><li>Changing Role of the CIO </li></ul><ul><li>Web 2.0 and 3.0 and governing cyberspace </li></ul><ul><li>eBusiiness, eHealth, eBanking, eGovenance </li></ul><ul><li>Current Challenges and Issues </li></ul>12/02/07 Suny BUFF Lecture 27th Nov 2007
  7. 7. The drivers and emerging trends in the Digital/Information age Economic Drivers Technological Advances Political Drivers Social Drivers Citizens Community Organizations Other Governments Media Businesses Employees Government-Government Business-Government Citizen-Government Common Needs
  8. 8. These changes impact the fundamental way that organizations compete in the digital/information age . Industrial Age Foundation for Economic Development Digital/Information Age Control of Natural Resources Control of Knowledge Competitive Advantage Protection of Assets/Resources Open/Competitive Rapid (re)invention Increase Scale Expansion Business Environment Labor Intensive Jobs Process-Related Work Work Outsourced Decision Making Hierarchical Collaborative Key Assets Human Resources, Information & Technical Infrastructure Physical Resources Geographic Scope Global Regional
  9. 9. MEDIATING FACTORS: Environment Culture Structure Standard Procedures Politics Management Decisions Chance ORGANIZATIONS INFORMATION TECHNOLOGY
  10. 10. 17 Myths of KM <ul><li>A. The nature of knowledge </li></ul><ul><ul><li>1. “Knowledge is always a plus” </li></ul></ul><ul><ul><ul><li>transformational innovation and disruptive innovation </li></ul></ul></ul><ul><ul><li>2. “Knowledge always helps innovation” </li></ul></ul><ul><ul><li>3. “Knowledge is sticky” </li></ul></ul><ul><ul><li>4. “The concept of knowledge is infinitely extendable” </li></ul></ul>
  11. 11. 17 Myths of KM <ul><li>B. The nature of knowledge sharing </li></ul><ul><ul><li>5. “Knowledge can be transferred” </li></ul></ul><ul><ul><li>6. “Knowledge-sharing is always a good thing”. </li></ul></ul><ul><ul><li>7. “Knowledge is more important than values” </li></ul></ul><ul><ul><li>8. “People always want to have better knowledge” </li></ul></ul><ul><ul><li>9. “The task of KM is to enhance the supply of knowledge” </li></ul></ul><ul><ul><li>10. “There are structural solutions to the lack of demand for knowledge” </li></ul></ul><ul><ul><li>11. “KM is the same for all organizations” </li></ul></ul>
  12. 12. 17 Myths of KM <ul><li>C. The impact of knowledge sharing </li></ul><ul><ul><li>12. “Knowledge is the only sustainable competitive advantage” </li></ul></ul><ul><ul><li>13. “Knowledge management will transform the business </li></ul></ul><ul><ul><li>landscape” </li></ul></ul><ul><ul><li>14. “KM succeeded and no one knows it” </li></ul></ul><ul><ul><li>15. “It was the IT vendors who killed KM” </li></ul></ul><ul><ul><li>16. “The right question to ask is: how do you make knowledge-based organizations?” </li></ul></ul><ul><ul><li>17. “Knowledge is the raison d’etre for organizations and explains competitive advantage” </li></ul></ul>
  13. 13. Principles of Good Governance <ul><li>Leadership </li></ul><ul><li>Selflessness </li></ul><ul><li>Integrity </li></ul><ul><li>Objectivity </li></ul><ul><li>Accountability </li></ul><ul><li>Openness </li></ul><ul><li>Honesty </li></ul><ul><li>Humane Governance </li></ul><ul><li>Should be Creative </li></ul><ul><li>Uses Knowledge for National Wealth and Health creation </li></ul><ul><li>Understands the economics of Knowledge </li></ul><ul><li>High Morality </li></ul>
  14. 14. New Important Evolving Technologies <ul><ul><li>6T (IT, BT, NT, ET, CT and ST) </li></ul></ul><ul><ul><li>Digital Cocooning, </li></ul></ul><ul><ul><li>Insperience (Indoor + Experience), </li></ul></ul><ul><ul><li>Web Identity (Avata, MiniHome,…), </li></ul></ul><ul><ul><li>Consumption Curator, </li></ul></ul><ul><ul><li>Ubitizen (Ubiquitous + Citizen), </li></ul></ul><ul><ul><li>DMB (Digital Multimedia Broadcasting), </li></ul></ul><ul><ul><li>TPS (Triple Play Service: Internet +Tel+ Broadcast) </li></ul></ul><ul><ul><li>Grid Computing </li></ul></ul><ul><ul><li>Ubiquitous Technology </li></ul></ul>
  15. 15. New Environmental Changes <ul><li>Space : Real Space (Physical) </li></ul><ul><li> Cyber Space (Electronic) </li></ul><ul><li> Ubiquitous Space (Cross Space) </li></ul><ul><li> Time : Local Time  Global time (Need) </li></ul><ul><li>through Real-time Systems </li></ul><ul><li> (Communication) Speed : </li></ul><ul><li>Mbps  Gbps  Tbps (Tera: 10 12 ) </li></ul><ul><li> Pbps (Peta: 10 15 ) (  Velocity of Light) </li></ul><ul><li> Media : Analog  Digital  Hybrid </li></ul><ul><li>System : Centralized  Distributed  Integrated </li></ul>
  16. 16. The Connectivity Paradigm <ul><li>The Physical Connectivity </li></ul><ul><li>The Economic Connectivity </li></ul><ul><li>The Electronic Connectivity </li></ul><ul><li>The Knowledge Connectivity </li></ul><ul><li>The Spiritual Connectivity </li></ul>
  17. 18. How to be an Innovative Organization <ul><li>Create a Strategic Vision </li></ul><ul><li>Establish Innovation as a Priority </li></ul><ul><li>Create Organizational Structures that Promote Collaboration </li></ul><ul><li>Establish Processes to Convert Idea to Innovations </li></ul><ul><li>Allocate Resources </li></ul><ul><li>Train Workforce on Creativity Tools </li></ul><ul><li>Measure & Communicate Results </li></ul><ul><li>Recognize Creative Behavior </li></ul><ul><li>Reward Innovative Results </li></ul>
  18. 19. Innovation at all Levels <ul><li>Cost </li></ul><ul><li>Culture </li></ul><ul><li>Time to Implement </li></ul><ul><li>Productivity </li></ul><ul><li>Knowledge Retention </li></ul><ul><li>People Retention </li></ul><ul><li>Return on Vision </li></ul>
  19. 20. FUTURE CORPORATIONS’ NEW GENERATION HR POLICY <ul><li>To cover all type of Employees </li></ul><ul><li>Must attract, hold and make productive people and develop long-term relationship, knowledge </li></ul><ul><li>Outside information-gather, analyze and filter and use & reuse. </li></ul><ul><li>Spot, Pat & Develop Change Agents </li></ul><ul><li>Big Ideas-Fuse, Infuse & Diffuse </li></ul><ul><li>Cost </li></ul><ul><ul><li>Reduced </li></ul></ul><ul><ul><li>Controlled </li></ul></ul><ul><li>Assets </li></ul><ul><ul><li>To Grow and Nurture </li></ul></ul>
  20. 21. KM & Community <ul><li>Despite the rise of virtual technologies, the physical work environment is still a major factor in knowledge workers performance </li></ul><ul><li>Creating a knowledge friendly culture and a productive work environment, fending off bureaucracy; helping to create and nurture such a community </li></ul><ul><li>Looking at Intellectual Capital created in relation to the resources deployed </li></ul><ul><li>Managers of knowledge workers often have to be knowledge workers themselves; they are “ player/coaches”. </li></ul><ul><li>Getting the right balance of playing and coaching is critical, but is quite difficult </li></ul><ul><li>The fate of advanced economies depends upon making knowledge workers more productive Peter Drucker </li></ul>
  21. 22. Evaluating KM Strategies: <ul><li>Cost </li></ul><ul><li>Culture </li></ul><ul><li>Time to Implement </li></ul><ul><li>Productivity </li></ul><ul><li>Knowledge Retention </li></ul><ul><li>People Retention </li></ul><ul><li>Return on Vision </li></ul>
  22. 23. A combination of technology, innovation, leadership and inspired workforce-Ingredients for India Development <ul><li>The economic strength is powered by competitiveness - The competitiveness is powered by knowledge power. - The knowledge power is powered by Technology and Innovation. - The Technology and Innovation is powered by Resource Investment. - The Resource investment is powered by Revenue and Return on Investment. - The Revenue is powered by Volume and repeat sales through Customer Loyalty. - The customer loyalty is powered by Quality and value of products. - Quality and value of products is powered by Employee Productivity and innovation. - The Employee Productivity is powered by Employee Loyalty, employee satisfaction and working environment. - The Working Environment is powered by management stewardship. - Management stewardship is powered by Invisible leadership </li></ul>
  23. 24. Knowledge Work: <ul><li>Should have Autonomy & Associated Responsibility </li></ul><ul><li>Continuous Innovation should be built into the KW’s Job. </li></ul><ul><li>Continuous Learning & Continuous Teaching should be part of the Job </li></ul><ul><li>Judgments rather than Measures dominates KWs’ Productivity </li></ul>
  24. 25. Knowledge Is Power Performance of Organisations <ul><li>What's the path to better learning, better collaboration, and a better way to measure how well or poorly an organization is performing? </li></ul><ul><li>For many organizations, the answer is Knowledge Management. </li></ul>
  25. 26. Innovation & Productivity through ICE Technologies <ul><li>Quantity, Quality, Customization/Personalization & Price are equal </li></ul><ul><li>Better Packaging and Integration of Services </li></ul><ul><li>Efficient Delivery and Distribution Management </li></ul><ul><li>TCO minimized & ROI Increased </li></ul><ul><li>Stronger Brand Imaging and better Innovative & effective Marketing </li></ul><ul><li>Better CRM and CEM </li></ul><ul><li>Better SCM & ERM </li></ul><ul><li>Better HRM (Innovative New Generation HR Policies for Growth & Employee Retention) </li></ul><ul><li>Creation, Evaluation and selection of appropriate, affordable & sustainable Technologies </li></ul>
  26. 27. Evaluating KM Strategies
  27. 28. KNOWLEDGE WORKERS VS MANUAL WORKERS <ul><li>Own the means of Production </li></ul><ul><li>Totally Portable and Carry Enormous Value (ASSET) </li></ul><ul><li>Organization Need them than they need the Organization </li></ul><ul><li>Jobs Needs them </li></ul><ul><li>Convert this knowledge into Performance Productivity & increase the Capacity of the Organization </li></ul><ul><li>Carry valuable Experience </li></ul><ul><li>Knowledge grown with experience </li></ul><ul><li>Useful only at their Place of Work </li></ul><ul><li>They need a Job </li></ul>Knowledge Workers Manual Workers
  28. 29. Managing Interdependencies Critical Issues <ul><li>Infrastructure characteristics (Organizational, operational, temporal, spatial) </li></ul><ul><li>Environment (economic, legal /regulatory, technical, social/political) </li></ul><ul><li>Coupling and response behaviour (adaptive, inflexible, loose/tight, linear/complex) </li></ul><ul><li>Type of failure (common cause, cascading, escalating) </li></ul><ul><li>Types of interdependencies </li></ul><ul><li>( Physical, cyber, logical, geographic) </li></ul><ul><li>State of operations </li></ul><ul><li>( normal, stressed /disrupted, repair/restoration ) </li></ul><ul><li>. </li></ul>
  29. 30. <ul><li>CIO & CEO Business Led Info.strategy </li></ul><ul><li>CIO & CMO Competitive Edge & CVP </li></ul><ul><li>CIO & CTO Cost-Benefit Optimization </li></ul><ul><li>CIO & CFO Shareholder Value Maximization </li></ul><ul><li>CIO & CHRO Employee Performance and Rewards </li></ul><ul><li>CIO & Business Partners Virtual Extended Enterprise </li></ul>CXO Internal Strategic Alliances
  30. 31. <ul><li>Capital Productivity (ROI, EVA, MVA) </li></ul><ul><li>Material Productivity (60% of Cost) </li></ul><ul><li>Managerial Productivity (Information Worker) </li></ul><ul><li>Labour Productivity (Enabled by IW) </li></ul><ul><li>Company Productivity Micro </li></ul><ul><li>Factor Productivity Macro </li></ul>The Productivity Promise
  31. 32. “ IT Regulations and Policies-Compliance & Management” CREATIVITY VS COMMAND CONTROL <ul><li>Too much Creativity </li></ul><ul><li> results in anarchy </li></ul><ul><li>Too much command & control  Kills Creativity </li></ul><ul><li>We Need a Balancing Act  </li></ul><ul><li>In IT Regulations and Policies-Compliance & Management </li></ul>
  32. 33. <ul><li>Lately, management realizes that there is a need to extend governance to information technology as well, and provide the leadership, organizational structures and processes that ensure that the enterprise’s IT sustains and extends the enterprise’s strategies and objectives. </li></ul>
  33. 34. <ul><li>With the increasingly demanded accountably of the Board of Management, an organization’s information and other intangible assets account for more than 80 percent of its market value,( IT Governance Institute® (ITGI®)). impairments to the integrity of information can be devastating to a company and its senior executives, who are held increasingly accountable for their organization’s financial information. </li></ul>
  34. 36. Governance Components <ul><li>Project Governance </li></ul><ul><li>IT Governance </li></ul><ul><li>Legal Governance </li></ul><ul><li>Security Governance </li></ul><ul><li>Human & Humane Governance </li></ul>
  35. 37. Cyber Governance Components <ul><ul><li>Environmental & ICT Infrastructure </li></ul></ul><ul><ul><li>Operational (logistics Integration) </li></ul></ul><ul><ul><li>Technology (synergy & Convergence) </li></ul></ul><ul><ul><li>Network (multi Modal Network) </li></ul></ul><ul><ul><li>Management (HRM & SCM &CRM) </li></ul></ul><ul><ul><li>Impact (feed-back correction) </li></ul></ul><ul><li>Operational Integration (Functional) </li></ul><ul><li>Professional Integration (HR) </li></ul><ul><li>Emotional/Cultural Integration </li></ul><ul><li>Technology Integration </li></ul>
  36. 38. Standards, Standards, Standards <ul><li>Security </li></ul><ul><li>Audit </li></ul><ul><li>Interoperability </li></ul><ul><li>Interface (systems/devises/comm.) </li></ul><ul><li>Architecture/Building Blocks/Reusable </li></ul><ul><li>HCI (Human Computer Interface) </li></ul><ul><li>Process </li></ul><ul><li>Environmental (Physical, Safety) </li></ul><ul><li>Data Interchange & mail messaging </li></ul><ul><li>Layout/Imprint </li></ul>
  37. 40. No one Standard Covers All………… Mission Business Objectives Business Risks Applicable Risks Internal Controls Review
  38. 41. BS7799-IS 15150 Vs COBIT Vs CMM Vs ITIL
  39. 42. ILM sophistication <ul><li>Level 1, the &quot;reactive&quot; phase </li></ul><ul><li>is labor-intensive and automation-deficient. </li></ul><ul><li>Level 2, the &quot;efficient&quot; phase </li></ul><ul><li>features intelligent storage management.  </li></ul><ul><li>Level 3, the &quot;responsive&quot; phase </li></ul><ul><li>manages business content.  </li></ul><ul><li>Level 4, the &quot;business-driven &quot; phase </li></ul><ul><ul><li>provides a unified view of both business and IT by taking advantage of a single database to look across the assets and business needs of the whole enterprise. </li></ul></ul>
  40. 43. Transition: Insurance  Assurance & Assurance Layered Framework <ul><li>Insurance </li></ul><ul><li>Audit </li></ul><ul><ul><li>Pre, Concurrent, Post </li></ul></ul><ul><li>IT Audit </li></ul><ul><ul><li>Environmental </li></ul></ul><ul><ul><li>Operational </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Network </li></ul></ul><ul><ul><li>Financial </li></ul></ul><ul><ul><li>Management </li></ul></ul><ul><ul><li>Impact </li></ul></ul><ul><li>Electronics Continuous Audit </li></ul><ul><li>Certification </li></ul><ul><li>Assurance </li></ul><ul><li>Management & Operational Assurance </li></ul><ul><li>(Risk & ROI) </li></ul><ul><li>Technical Assurance </li></ul><ul><li>(Availability, Serviceability & Maintainability) </li></ul><ul><li>Financial ASSURANCE </li></ul><ul><li>Revenue Assurance </li></ul><ul><li>(Leakage & Fraud) </li></ul><ul><li>Legal Compliance & Assurance (Governance) </li></ul>
  41. 44. GOOD Governance Maturity Model
  42. 45. Lead IT governance—don't be led by it
  43. 46. “ Regulations and Policies-Compliance & Management” Pre-requisites Physical Infrastructure and Mind-set <ul><li>PAST : We have inherited a past, for which we cannot be held responsible ; </li></ul><ul><li>PRESENT : have fashioned the present on the basis of development models, which have undergone many mid-course corrections </li></ul><ul><li>FUTURE : The path to the future -- a future in which India and Indians will play a dominant role in world affairs -- is replete with opportunities and challenges. </li></ul><ul><li>In a number of key areas, it is necessary Break from the past in order to achieve our Vision. </li></ul><ul><li>We have within ourselves the capacity to succeed </li></ul>We have to embrace Integrated Security & Cyber Assurance Framework
  44. 47. 3/7/2009 IMT Ghaziabad Lecture Prof. KS@2009 March 2009 Assurance in the PPP Environment
  45. 48. Good Governance - Final Message <ul><li>“ In Governance matters Past is no guarantee; </li></ul><ul><li>Present is imperfect and Future is uncertain“ </li></ul><ul><li>“ Failure is not when we fall down, but when we fail to get up” </li></ul>
  46. 49. THANK YOU For Interaction: Prof. K. Subramanian [email_address] [email_address] [email_address] [email_address] Tele: 29533068

×