"Technology, Innovation & Change Management  for Good Governance"   Prof. K. Subramanian SM(IEEE, USA), SMACM(US...
Agenda <ul><li>Recent  Technological Developments & Drivers of Knowledge/Information Economy </li></ul><ul><li>KM & Societ...
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...
Principles of  Good Governance <ul><li>Leadership </li></ul><ul><li>Selflessness </li></ul><ul><li>Integrity </li></ul><ul...
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 ORGANIZA...
17 Myths of KM <ul><li>A. The Nature of Knowledge </li></ul><ul><ul><ul><li>1. “Knowledge is always a plus” </li></ul></ul...
17 Myths of KM <ul><li>B. The nature of Knowledge Sharing </li></ul><ul><ul><ul><li>5. “Knowledge can be transferred” </li...
17 Myths of KM <ul><li>C. The impact of knowledge sharing </li></ul><ul><ul><ul><li>12. “Knowledge is the only sustainable...
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>Prod...
A combination of Technology, Innovation, Leadership and Inspired Workforce-Ingredients for Enterprise/India Development <u...
Knowledge @ Work <ul><li>Should have Autonomy & Associated Responsibility </li></ul><ul><li>Continuous Innovation should b...
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 Eno...
<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...
 
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>...
Importance of Group Standards -no one standard meets all requirements ISO 27001/BS7799 Vs COBIT Vs CMM Vs ITIL Mission Bus...
Information Lifecycle Management Sophistication <ul><li>Level 1, the &quot;reactive&quot; phase   </li></ul><ul><li>is lab...
Transition: Insurance    Assurance  &  Assurance Layered Framework <ul><li>Insurance </li></ul><ul><li>Audit </li></ul><u...
GOOD Governance Maturity Model
 “ 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...
Child Human Being Physical Mental Intellectual Spiritual External Health Internal Health Negative Emotions Positive Emotio...
Caring Self Community Person Confident Leader Conscious Learner Effective Communicator Powerful  Problem  Solver Website h...
Learning to Know Learning to Do Learning to  Live Together Learning to Be Build India Campaign
Build India Campaign Intellectual Thinks Critically, Analytically, Constructively & Creatively Constructs Learning  and Kn...
One who  mastered  Body Management   –  internal health -- disease free  -- External Health --  strength   & vitality -- C...
Cool, composed,  Negative  Emotions under check  Helpful to others, Good at IPR Positive Emotions in Display, Empathy  Con...
Ready to explore Innovate Experiment Takes to  Social Enterprise Relates to  Larger-Self Build India Campaign Spiritual
Create a Tilottama ? Build India Campaign What do you say???
T   OGETHER E   VERYONE   A   CHIEVES   M   ORE “ ENABLE ,  EDUCATE  AND  EMPOWER  EVERY CITIZEN AND COMMUNITY THROUGH KNO...
THANK YOU For  Interaction: Prof. K. Subramanian [email_address] [email_address] [email_address] [email_address] Tele: 295...
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Skim lecture @national conference on technoly, innovation & chnge management cbt feb,5,2011

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  • Government is by the people, for the people, and of the people
  • Citizen Need: Citizens are demanding that governments offer necessary services and operate at the same level of service that they receive in the private sector Citizens’ expectations of government are changing due to technological advances as well as social, political, and cultural changes Increased expectations for: better and faster service Expectation of reduced burden of government interaction: Paper work, Response time, Costs Increased expectations from government: Better service, Faster service, Secure service, Convenience, Personalized service Citizens are increasingly demanding secure interactions with government Business Needs: Expectation of reduced burden of government interaction: Paper work, Response time, Costs Increased expectations from government: Streamlined reporting, Better service, Faster service, Secure service, Convenience, Personalized service Businesses are demanding supportive legislative and regulatory environment Businesses are pushing for real-time feedback from government Businesses are expecting government to facilitate transition to the digital economy Community Needs: Communities are increasingly forming around issues to demand that governments provide the necessary services Communities’ expectations are changing due to technological advances as well as social, political, and cultural changes Regionalization of communities is pushing for improved information sharing among communities Non-geographic communities of interests are growing across the globe Devolution of accountability &amp; service delivery responsibility to local community Virtual communities are expecting 7x24 responsiveness from government Employee Needs: Employees need to have the information, training, skills and assets to do their jobs more efficiently Recruiting and retaining highly skilled employees is increasing becoming chanllenging Demand similar training and work environment to leading edge corporations Employees’ expectations are changing due to technological advances as well as political and cultural changes Create more challenging work environment Knowledge management required by employees to provide value added services Enhanced level of skills required to deliver services via the Internet Continuous skill-enhancement is needed to meet the challenges arising from rapid technological advancement As decisions are pushed down to the customer interaction point, employees need instantaneous and relevant information to make decisions Other Gov&apos;t Needs Increased electronic interactions between central, regional and foreign governments and international organizations requiring new organizations, processes, and infrastructures Traditional organizational walls are breaking down requiring inter and intra agency information sharing Increased coordination is needed among all levels of government Regional alliances are forming to address economic development issues Media Needs Media is expecting instantaneous access to information Media is expecting increased access to decision makers There is increased scrutiny of government operations Media’s involvement is increasing in the political process Media is becoming increasingly sensational requiring immediate and accurate government response Social &amp; Economic Changes Higher per capita income &amp; aging populations More educated users Heightened economic stability &amp; competitiveness Increasing globalization of economy and interactions Need to provide access and relevant content to all users -- address the digital divide Political Changes: Devolution of accountability &amp; service delivery responsibility to local government Citizens are demanding for decision making increasingly at local level Regional alliances are forming - political, economic, and military Increasing access to information and decision making - transparent government Increasing globalization of trade Economic development needs partnering with other governments Cultural Changes Increased focus on personal responsibility for making decisions and actions Expectations for quick and instantaneous response Increased comfort level with on-line interactions with government Familiarity with networked environment Highly mobile workforce and communities Highly diverse workforce and communities Virtual environment - place and time becoming irrelevant Technolgical Advances Cheaper and faster technology Rapid development of newer technology Increasing mobile computing environment Increasing pervasive computing Increasing availability of technology Technologies providing universal access
  • eGOV Project Governance Panel 08/04/11 Prof. KS@ sept 2007 ICISA New delhi
  • Cybr assurance-Tne need for Technologists &amp; Business of &apos;morrow 27/11/2007 Prof. KS SUNY BUF Lecture 27th November 2007
  • Cybr assurance-Tne need for Technologists &amp; Business of &apos;morrow 27/11/2007 Prof. KS SUNY BUF Lecture 27th November 2007
  • The development was guided by the Software Engineering Institute’s efforts in the late 80’s in building maturity models for software development. By using such a scale, an organization can determine where it is, define where it wants to go and, if it identifies a gap, it can do an analysis to translate the findings into projects. Reference points can be added to the scale. Comparisons can be performed with what others are doing, if that data is available, and the organization can determine where emerging international standards and industry best practices are pointing for the effective management of security and control.
  • Cybr assurance-Tne need for Technologists &amp; Business of &apos;morrow 27/11/2007 Prof. KS SUNY BUF Lecture 27th November 2007
  • Skim lecture @national conference on technoly, innovation & chnge management cbt feb,5,2011

    1. 1. &quot;Technology, Innovation & Change Management for Good Governance&quot; 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 Delivered @ Sri Krishna Institute of Management, Kuniamuthur, Coimbatore Feb, 5, 2011
    2. 2. Agenda <ul><li>Recent Technological Developments & Drivers of Knowledge/Information Economy </li></ul><ul><li>KM & Society </li></ul><ul><li>Innovation & Productivity </li></ul><ul><li>Standards & Assurance </li></ul><ul><li>Governance Maturity Model </li></ul><ul><li>Set an ( Ideal Graduate)  Follow Good Leadership  Build an Enterprise/Nation </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>“ 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. 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>
    6. 6. 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>
    7. 7. 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><ul><ul><li>- In business </li></ul></ul></ul><ul><li>- Role of information technology in enabling business </li></ul><ul><ul><ul><li>- IT dependence </li></ul></ul></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
    8. 8. 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
    9. 9. 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
    10. 10. MEDIATING FACTORS : Environment Culture Structure Standard Procedures Politics Management Decisions Chance ORGANIZATIONS INFORMATION TECHNOLOGY
    11. 11. 17 Myths of KM <ul><li>A. The Nature of Knowledge </li></ul><ul><ul><ul><li>1. “Knowledge is always a plus” </li></ul></ul></ul><ul><ul><ul><ul><li>transformational innovation and disruptive innovation </li></ul></ul></ul></ul><ul><ul><ul><li>2. “Knowledge always helps innovation” </li></ul></ul></ul><ul><ul><ul><li>3. “Knowledge is sticky” </li></ul></ul></ul><ul><ul><ul><li>4. “The concept of knowledge is infinitely extendable” </li></ul></ul></ul>
    12. 12. 17 Myths of KM <ul><li>B. The nature of Knowledge Sharing </li></ul><ul><ul><ul><li>5. “Knowledge can be transferred” </li></ul></ul></ul><ul><ul><ul><li>6. “Knowledge-sharing is always a good thing”. </li></ul></ul></ul><ul><ul><ul><li>7. “Knowledge is more important than values” </li></ul></ul></ul><ul><ul><ul><li>8. “People always want to have better knowledge” </li></ul></ul></ul><ul><ul><ul><li>9. “The task of KM is to enhance the supply of knowledge” </li></ul></ul></ul><ul><ul><ul><li>10. “There are structural solutions to the lack of demand for knowledge” </li></ul></ul></ul><ul><ul><ul><li>11. “KM is the same for all organizations” </li></ul></ul></ul>
    13. 13. 17 Myths of KM <ul><li>C. The impact of knowledge sharing </li></ul><ul><ul><ul><li>12. “Knowledge is the only sustainable competitive advantage” </li></ul></ul></ul><ul><ul><ul><li>13. “Knowledge management will transform the business </li></ul></ul></ul><ul><ul><ul><li>landscape” </li></ul></ul></ul><ul><ul><ul><li>14. “KM succeeded and no one knows it” </li></ul></ul></ul><ul><ul><ul><li>15. “It was the IT vendors who killed KM” </li></ul></ul></ul><ul><ul><ul><li>16. “The right question to ask is: how do you make knowledge-based organizations?” </li></ul></ul></ul><ul><ul><ul><li>17. “Knowledge is the raison d’etre for organizations and explains competitive advantage” </li></ul></ul></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 Enterprise/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. <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
    29. 30. <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
    30. 31. “ 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>
    31. 33. 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>
    32. 34. 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>
    33. 35. 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>
    34. 36. Importance of Group Standards -no one standard meets all requirements ISO 27001/BS7799 Vs COBIT Vs CMM Vs ITIL Mission Business Objectives Business Risks Applicable Risks Internal Controls Review
    35. 37. Information Lifecycle Management 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>
    36. 38. 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><ul><ul><li>(Availability, Serviceability & Maintainability) </li></ul></ul></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>
    37. 39. GOOD Governance Maturity Model
    38. 40. “ 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
    39. 41. 3/7/2009 IMT Ghaziabad Lecture Prof. KS@2009 March 2009 Assurance in the PPP Environment
    40. 42. 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>
    41. 43. Child Human Being Physical Mental Intellectual Spiritual External Health Internal Health Negative Emotions Positive Emotions Concern for others Compassion Cooperation Empathy Peace Happiness Sthita-pragna Appreciation Aesthetics Music, Painting Appreciative Intelligence Inheritance --Previous Birth Environment Heredity -DNA Long life Freedom from Diseases Pranayam Yoga Meditation Physical Strength Kinaesthetic Skills Sports Games Gymnastics Dance Drama Memory Knowledge Thinking Problem Solving Creativity Invention Intuition Meta-cognition Wisdom Temporary Permanent Multi-layer Cognition Exploration Experimentation Innovation Social Entrepreneurship Beyond Self Global Citizenship Cosmic Alienation Realizing Self Anger Violence Depression Sadness Greed Lust Language Literature Humanities Social Sciences Science & Technology A Mind-map of a Child/Human Being © Prof. Marmar Mukhopadhyay, Director Educational Technology and Management Academy, New Delhi Build India Campaign
    42. 44. Caring Self Community Person Confident Leader Conscious Learner Effective Communicator Powerful Problem Solver Website http://www.all-milwaukee.org/IdealGrad.htm Build India Campaign Ideal Graduate
    43. 45. Learning to Know Learning to Do Learning to Live Together Learning to Be Build India Campaign
    44. 46. Build India Campaign Intellectual Thinks Critically, Analytically, Constructively & Creatively Constructs Learning and Knowledge & Communicates effectively
    45. 47. One who mastered Body Management – internal health -- disease free -- External Health -- strength & vitality -- Cultivated Kinesthetic Intelligence Build India Campaign Physical
    46. 48. Cool, composed, Negative Emotions under check Helpful to others, Good at IPR Positive Emotions in Display, Empathy Concern for others Build India Campaign Emotional
    47. 49. Ready to explore Innovate Experiment Takes to Social Enterprise Relates to Larger-Self Build India Campaign Spiritual
    48. 50. Create a Tilottama ? Build India Campaign What do you say???
    49. 51. T OGETHER E VERYONE A CHIEVES M ORE “ ENABLE , EDUCATE AND EMPOWER EVERY CITIZEN AND COMMUNITY THROUGH KNOWLEDGE.”
    50. 52. THANK YOU For Interaction: Prof. K. Subramanian [email_address] [email_address] [email_address] [email_address] Tele: 29533068

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