The document discusses taking Sarbanes-Oxley compliance beyond regulations and using it to continuously improve financial shared services. It advocates developing an enterprise risk management framework that identifies risks and manages them strategically across the organization. This involves evolving from reactive, siloed risk assessments to integrated, continuous risk monitoring embedded within the business.
This document summarizes a webinar on enterprise risk management (ERM) presented by John A. Wheeler and Kenneth K. Yoo. It discusses the changing risk environment facing companies, key steps to developing an ERM framework, comparing risk assessment to ERM, benefits of ERM, evolving risk and control programs, barriers to overcome, the role of internal audit in ERM, changes required for effective ERM programs, and increased regulatory scrutiny of risk management.
Deloitte’s risk management philosophy – Risk Intelligence (RI), focuses on maintaining the right balance between risk and reward. Asking the right questions and finding effective answers to them is critical to developing the right risk management capabilities. Most organizations already have a multitude of Enterprise Risk Management (ERM) practices and processes to address risks but the lack of a strategic view to an ERM program, can expose risk management gaps and redundancies and prevent sufficient insight into key risk interdependencies
This document discusses enterprise risk management (ERM). It provides definitions of ERM and outlines some of its key principles, including identifying and managing risks to stay within an organization's risk appetite. The document also notes some common reasons for ERM implementation, including increasing shareholder value and meeting regulatory expectations. Practical tips are provided for implementing an effective ERM process, such as setting expectations, identifying initial steps, building an "ERM engine" to create the risk assessment and monitoring process, and focusing on success factors.
Tools &Techniques for Effective Risk Management V3.0cgautam
The document outlines the traditional view of risk management and its flaws. It discusses the need for an enterprise-wide approach to risk management (ERM) to address changing internal and external requirements. The ERM process involves environment scanning, strategic alignment, event identification, risk assessment, and risk response planning. It should have clear roles and responsibilities defined across the organization and be integrated into strategic decision making. Overall the document provides an overview of ERM and its benefits over traditional risk management approaches.
The document outlines an agenda for a 2009 conference on internal audit solutions that will discuss the evolving roles of the Chief Risk Officer and Chief Audit Executive, strategies for an effective partnership between these roles, and how the current economic crisis has impacted enterprise risk management approaches. It also provides background on the development of these risk management roles and compares the key responsibilities of the Chief Risk Officer and Chief Audit Executive.
Given the current regulatory environment and the resulting changes going on in the industry today, the chief risk officer has become the most important person in the financial institution.
WolfPAC Solutions Group Director Michael Cohn interviewed chief risk officers at financial institutions across the country to find out how they became a CRO, what skills and experience they bring to the role, and what is expected of them now.
Credit Suisse Group pursues a disciplined and comprehensive approach to risk management. It focuses significant resources to ensure it remains a leader in risk management. Credit Suisse Group differentiates between eight tiers of risk taking, approval and control across business units, group functions, senior management, boards, auditors, rating agencies and regulators. The document outlines Credit Suisse Group's risk management framework and focuses on seven major risk categories: strategy, market, credit, insurance underwriting, commission/fee income, operational and reputation/brand. It describes the importance of risk culture and identifies twelve organizational principles for effective risk management.
This document summarizes a webinar on enterprise risk management (ERM) presented by John A. Wheeler and Kenneth K. Yoo. It discusses the changing risk environment facing companies, key steps to developing an ERM framework, comparing risk assessment to ERM, benefits of ERM, evolving risk and control programs, barriers to overcome, the role of internal audit in ERM, changes required for effective ERM programs, and increased regulatory scrutiny of risk management.
Deloitte’s risk management philosophy – Risk Intelligence (RI), focuses on maintaining the right balance between risk and reward. Asking the right questions and finding effective answers to them is critical to developing the right risk management capabilities. Most organizations already have a multitude of Enterprise Risk Management (ERM) practices and processes to address risks but the lack of a strategic view to an ERM program, can expose risk management gaps and redundancies and prevent sufficient insight into key risk interdependencies
This document discusses enterprise risk management (ERM). It provides definitions of ERM and outlines some of its key principles, including identifying and managing risks to stay within an organization's risk appetite. The document also notes some common reasons for ERM implementation, including increasing shareholder value and meeting regulatory expectations. Practical tips are provided for implementing an effective ERM process, such as setting expectations, identifying initial steps, building an "ERM engine" to create the risk assessment and monitoring process, and focusing on success factors.
Tools &Techniques for Effective Risk Management V3.0cgautam
The document outlines the traditional view of risk management and its flaws. It discusses the need for an enterprise-wide approach to risk management (ERM) to address changing internal and external requirements. The ERM process involves environment scanning, strategic alignment, event identification, risk assessment, and risk response planning. It should have clear roles and responsibilities defined across the organization and be integrated into strategic decision making. Overall the document provides an overview of ERM and its benefits over traditional risk management approaches.
The document outlines an agenda for a 2009 conference on internal audit solutions that will discuss the evolving roles of the Chief Risk Officer and Chief Audit Executive, strategies for an effective partnership between these roles, and how the current economic crisis has impacted enterprise risk management approaches. It also provides background on the development of these risk management roles and compares the key responsibilities of the Chief Risk Officer and Chief Audit Executive.
Given the current regulatory environment and the resulting changes going on in the industry today, the chief risk officer has become the most important person in the financial institution.
WolfPAC Solutions Group Director Michael Cohn interviewed chief risk officers at financial institutions across the country to find out how they became a CRO, what skills and experience they bring to the role, and what is expected of them now.
Credit Suisse Group pursues a disciplined and comprehensive approach to risk management. It focuses significant resources to ensure it remains a leader in risk management. Credit Suisse Group differentiates between eight tiers of risk taking, approval and control across business units, group functions, senior management, boards, auditors, rating agencies and regulators. The document outlines Credit Suisse Group's risk management framework and focuses on seven major risk categories: strategy, market, credit, insurance underwriting, commission/fee income, operational and reputation/brand. It describes the importance of risk culture and identifies twelve organizational principles for effective risk management.
This document provides guidance on developing and implementing a risk appetite framework. It discusses how establishing risk appetite is important for meeting corporate governance requirements and addressing stakeholder expectations. It also notes that while the concept of risk appetite is straightforward, effectively defining and applying it in practice presents challenges. The document aims to help organizations better manage risk and meet governance duties by offering practical advice to boards and executives on assessing their risk tolerance. It received input from various professional associations and risk consulting firms who endorse the guidance and see risk appetite as a key topic for ongoing discussion.
A presentation on the proposed ERM risk evaluation standard by the US Actuarial Standards Board.
Présentation de la norme ERM du Actuarial Standards Board des USA
DIFFERENCES BETWEEN ERM PRACTICES BETWEEN THE FINANCIAL AND CORPORATE SECTORS
DIFFÉRENCES DES PRATIQUES ERM ENTRE LES SECTEURS FINANCIERS ET CORPORATIFS
This document provides an overview of operational risk and risk management. It defines operational risk as "the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events." It outlines the scope of operational risks, including both internal risks from failures and external strategic risks. It also describes the causes, events, and consequences of operational risks, as well as the role and processes of operational risk management programs, including risk identification, assessment, measurement, monitoring, and mitigation.
The document discusses enterprise IT risk management. It notes that IT is now core to business and a top audit committee concern. IT risk management covers more than just information security, including risks from late projects, lack of value from IT, compliance issues, outdated architecture, and service problems. IT risk does not come solely from the IT department but from various external partners and users. The document discusses who should own IT risk and outlines frameworks and maturity models for assessing an organization's IT risk posture.
Managing Risk in Perilous Times- Practical Steps to Accelerate RecoveryFindWhitePapers
The document discusses lessons that can be learned from the financial crisis regarding effective risk management. It argues that risk management needs greater authority, senior executive leadership, and sufficient risk expertise at high levels. It also stresses the importance of combining quantitative risk model outputs with human judgment, paying attention to the quality of data used in models, and using stress testing and scenario planning to prepare for potential risks and events.
Discussion of reputation risk and how to incorporation reputation management into a business in order to build resiliency and growth. Presented at the 3rd International Reputation Management Conference in Istanbul, Turkey, in November 2014
1) The role of Chief Operating Officer (COO) of a hedge fund has become increasingly complex and important, requiring expertise in many operational areas.
2) A COO's responsibilities include managing operational risk, legal/regulatory risk, and investor relations as well as oversight of valuation, counterparty risk, and back office functions.
3) In the aftermath of the 2008 financial crisis, hedge fund investors have increased their focus on the strength and experience of a fund's back office operations.
Risk Reimagined! Series- The Importance of People and Culture to Effective Ri...Resolver Inc.
Copyright notice: The following slides are intended for professional use within an organization for discussion purposes only. Any other uses or modifications are strictly prohibited.
Any organization is an assembly of people: people who take risk as they manage and direct the enterprise; people who decide how much risk is acceptable or even desirable; and provide oversight of the management of risk across the extended enterprise.
Organizational culture has been the topic of study for many years.
• “Culture is how organizations ‘do things’.” — Robbie Katanga
• “Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” — Richard Perrin
Richard Anderson and Norman Marks share their views on this complex subject. They cover:
• What is the difference between the “risk” culture and the “organizational” culture? How can it be analysed?
• Who takes risk, and who should be responsible for deciding how much risk to take?
• Is there such a thing as a single risk level?
• Why do so many of us take different views of exactly the same risks? How does an organization decide which view is “right”?
• Is one person’s risk another’s opportunity?
• What about when the actions of one impact the success of another?
MetisGRC is a governance and risk management consultancy that helps clients improve their performance through better governance and risk management practices. They provide assessments, surveys, advisory services, project management, coaching and education. Their clients include investors, shareholders, supervisors and other stakeholders. MetisGRC believes that good governance and risk management can reduce costs, improve efficiency and create value by strengthening stakeholder relationships. They help organizations implement transparent governance structures and risk management strategies and policies to enhance performance and meet stakeholder expectations.
The document discusses enterprise risk management (ERM) and its importance for organizations. ERM involves identifying, assessing, and managing risks across an entire organization in a holistic manner. It helps organizations align strategy and risk appetite, enhance decision making, reduce surprises, seize opportunities, and improve capital allocation to create long-term shareholder value. The document outlines key concepts of ERM including its components, implementation steps, and how it benefits organizations.
What are the key components of holistic risk management? This report, sponsored by SAP, investigates the organisational measures companies must take to address the totality of the risks they face. Read more>> http://bit.ly/1LsYvUx
A Bridge Too Far? Risk Appetite, Governance and Corporate Strategy (Whitepaper)NAFCU Services Corporation
“Many firms have made progress in developing their risk appetite frameworks and have
begun multiyear projects to improve the supporting IT infrastructure,” said David M.
Wallace, Global Financial Services Marketing Manager at SAS. “As a provider of risk
solutions, we have seen much more interest over the past three years in firms looking to
have additional technology to support a firmwide view of risk exposures. Learn more at: www.nafcu.org/sas
Heading into 2020, The Risk Management Association is focusing on eight risks. Learn about the top risks the financial services industry faces and how you can address them.
FRT - 110530 - BED - Why are some companies luckier than others - Frank LeendersFlevum
This document discusses how companies can transform their risk management approaches to create strategic value. It notes that while companies recognize the need to improve risk governance, many are overspending on risk management and not focusing on the most important risks. The document advocates aligning risk management more closely with business strategies to reduce costs, enhance transparency and improve performance. It outlines a risk performance model that companies can use to strengthen governance, integrate risk functions and measure risk management's impact on business objectives.
This document discusses approaches to hedging credit risk under Basel II and Basel III. It provides an overview of key concepts like hedging, instruments used for hedging credit risk such as credit default swaps and total return swaps, and the treatment of credit risk mitigation under Basel II and III. The standardized approach to credit risk and internal models approach are covered, as well as the standardized approach for counterparty credit risk framework under Basel III.
This document summarizes the key findings of a survey conducted by Harvard Business Review Analytic Services on leadership in risk management at European companies. The main points are:
1) Responsibility for risk management is increasingly concentrated at the top levels, with either the CRO, CEO/CFO, or board having direct responsibility at many companies.
2) Companies are emphasizing strong board engagement and regular communication with the C-suite on risk exposures. However, communication between the C-suite and CRO needs improvement at some companies.
3) While risk management is aligning with company strategies, companies are making less progress integrating it into strategic projects like mergers. Adopting risk-based incentives is also slow
BT Finance Transformation Finance Shared Service FinalRalph Geertsema
BT Group is a large telecommunications company operating in over 170 countries with over 100,000 employees and $29.4 billion in revenue. Over time, BT Group has transformed its finance organization through the increased use of shared service organizations (SSOs) and outsourcing to drive efficiency. BT Group established its first SSO in the UK in 2001 for transaction processing and IT support and has since expanded its SSOs globally and outsourced more finance functions. Technology has been a key enabler of BT Group's finance transformation, underpinning the organizational changes and alignment of SSOs and outsourcing to reduce costs and drive performance towards best-in-class.
Best in Class Finance Transformation - Best Practices for the Finance FunctionProformative, Inc.
The evolution of the CFO role from controlling and reporting to strategy and support for the exec team now includes responsibility to deliver value for key stakeholders, such as investors. Top finance organizations are capable in multiple components of enterprise performance management (EPM), including strategic planning, execution, cost visibility, driver behavior, forecasting, planning, predictive analytics, ERM, and process productivity improverment (lean and Six Sigma). This workshop covers effective EPM frameworks, optimal organizational structure, talent management, leveraging technology to improve processes, and best practices for process change.
Speaker:
Birgit Starmanns, Senior Director, Solution Marketing, SAP
Presentation delivered at CFO Dimensions 2013
Workshop
This document provides guidance on developing and implementing a risk appetite framework. It discusses how establishing risk appetite is important for meeting corporate governance requirements and addressing stakeholder expectations. It also notes that while the concept of risk appetite is straightforward, effectively defining and applying it in practice presents challenges. The document aims to help organizations better manage risk and meet governance duties by offering practical advice to boards and executives on assessing their risk tolerance. It received input from various professional associations and risk consulting firms who endorse the guidance and see risk appetite as a key topic for ongoing discussion.
A presentation on the proposed ERM risk evaluation standard by the US Actuarial Standards Board.
Présentation de la norme ERM du Actuarial Standards Board des USA
DIFFERENCES BETWEEN ERM PRACTICES BETWEEN THE FINANCIAL AND CORPORATE SECTORS
DIFFÉRENCES DES PRATIQUES ERM ENTRE LES SECTEURS FINANCIERS ET CORPORATIFS
This document provides an overview of operational risk and risk management. It defines operational risk as "the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events." It outlines the scope of operational risks, including both internal risks from failures and external strategic risks. It also describes the causes, events, and consequences of operational risks, as well as the role and processes of operational risk management programs, including risk identification, assessment, measurement, monitoring, and mitigation.
The document discusses enterprise IT risk management. It notes that IT is now core to business and a top audit committee concern. IT risk management covers more than just information security, including risks from late projects, lack of value from IT, compliance issues, outdated architecture, and service problems. IT risk does not come solely from the IT department but from various external partners and users. The document discusses who should own IT risk and outlines frameworks and maturity models for assessing an organization's IT risk posture.
Managing Risk in Perilous Times- Practical Steps to Accelerate RecoveryFindWhitePapers
The document discusses lessons that can be learned from the financial crisis regarding effective risk management. It argues that risk management needs greater authority, senior executive leadership, and sufficient risk expertise at high levels. It also stresses the importance of combining quantitative risk model outputs with human judgment, paying attention to the quality of data used in models, and using stress testing and scenario planning to prepare for potential risks and events.
Discussion of reputation risk and how to incorporation reputation management into a business in order to build resiliency and growth. Presented at the 3rd International Reputation Management Conference in Istanbul, Turkey, in November 2014
1) The role of Chief Operating Officer (COO) of a hedge fund has become increasingly complex and important, requiring expertise in many operational areas.
2) A COO's responsibilities include managing operational risk, legal/regulatory risk, and investor relations as well as oversight of valuation, counterparty risk, and back office functions.
3) In the aftermath of the 2008 financial crisis, hedge fund investors have increased their focus on the strength and experience of a fund's back office operations.
Risk Reimagined! Series- The Importance of People and Culture to Effective Ri...Resolver Inc.
Copyright notice: The following slides are intended for professional use within an organization for discussion purposes only. Any other uses or modifications are strictly prohibited.
Any organization is an assembly of people: people who take risk as they manage and direct the enterprise; people who decide how much risk is acceptable or even desirable; and provide oversight of the management of risk across the extended enterprise.
Organizational culture has been the topic of study for many years.
• “Culture is how organizations ‘do things’.” — Robbie Katanga
• “Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” — Richard Perrin
Richard Anderson and Norman Marks share their views on this complex subject. They cover:
• What is the difference between the “risk” culture and the “organizational” culture? How can it be analysed?
• Who takes risk, and who should be responsible for deciding how much risk to take?
• Is there such a thing as a single risk level?
• Why do so many of us take different views of exactly the same risks? How does an organization decide which view is “right”?
• Is one person’s risk another’s opportunity?
• What about when the actions of one impact the success of another?
MetisGRC is a governance and risk management consultancy that helps clients improve their performance through better governance and risk management practices. They provide assessments, surveys, advisory services, project management, coaching and education. Their clients include investors, shareholders, supervisors and other stakeholders. MetisGRC believes that good governance and risk management can reduce costs, improve efficiency and create value by strengthening stakeholder relationships. They help organizations implement transparent governance structures and risk management strategies and policies to enhance performance and meet stakeholder expectations.
The document discusses enterprise risk management (ERM) and its importance for organizations. ERM involves identifying, assessing, and managing risks across an entire organization in a holistic manner. It helps organizations align strategy and risk appetite, enhance decision making, reduce surprises, seize opportunities, and improve capital allocation to create long-term shareholder value. The document outlines key concepts of ERM including its components, implementation steps, and how it benefits organizations.
What are the key components of holistic risk management? This report, sponsored by SAP, investigates the organisational measures companies must take to address the totality of the risks they face. Read more>> http://bit.ly/1LsYvUx
A Bridge Too Far? Risk Appetite, Governance and Corporate Strategy (Whitepaper)NAFCU Services Corporation
“Many firms have made progress in developing their risk appetite frameworks and have
begun multiyear projects to improve the supporting IT infrastructure,” said David M.
Wallace, Global Financial Services Marketing Manager at SAS. “As a provider of risk
solutions, we have seen much more interest over the past three years in firms looking to
have additional technology to support a firmwide view of risk exposures. Learn more at: www.nafcu.org/sas
Heading into 2020, The Risk Management Association is focusing on eight risks. Learn about the top risks the financial services industry faces and how you can address them.
FRT - 110530 - BED - Why are some companies luckier than others - Frank LeendersFlevum
This document discusses how companies can transform their risk management approaches to create strategic value. It notes that while companies recognize the need to improve risk governance, many are overspending on risk management and not focusing on the most important risks. The document advocates aligning risk management more closely with business strategies to reduce costs, enhance transparency and improve performance. It outlines a risk performance model that companies can use to strengthen governance, integrate risk functions and measure risk management's impact on business objectives.
This document discusses approaches to hedging credit risk under Basel II and Basel III. It provides an overview of key concepts like hedging, instruments used for hedging credit risk such as credit default swaps and total return swaps, and the treatment of credit risk mitigation under Basel II and III. The standardized approach to credit risk and internal models approach are covered, as well as the standardized approach for counterparty credit risk framework under Basel III.
This document summarizes the key findings of a survey conducted by Harvard Business Review Analytic Services on leadership in risk management at European companies. The main points are:
1) Responsibility for risk management is increasingly concentrated at the top levels, with either the CRO, CEO/CFO, or board having direct responsibility at many companies.
2) Companies are emphasizing strong board engagement and regular communication with the C-suite on risk exposures. However, communication between the C-suite and CRO needs improvement at some companies.
3) While risk management is aligning with company strategies, companies are making less progress integrating it into strategic projects like mergers. Adopting risk-based incentives is also slow
BT Finance Transformation Finance Shared Service FinalRalph Geertsema
BT Group is a large telecommunications company operating in over 170 countries with over 100,000 employees and $29.4 billion in revenue. Over time, BT Group has transformed its finance organization through the increased use of shared service organizations (SSOs) and outsourcing to drive efficiency. BT Group established its first SSO in the UK in 2001 for transaction processing and IT support and has since expanded its SSOs globally and outsourced more finance functions. Technology has been a key enabler of BT Group's finance transformation, underpinning the organizational changes and alignment of SSOs and outsourcing to reduce costs and drive performance towards best-in-class.
Best in Class Finance Transformation - Best Practices for the Finance FunctionProformative, Inc.
The evolution of the CFO role from controlling and reporting to strategy and support for the exec team now includes responsibility to deliver value for key stakeholders, such as investors. Top finance organizations are capable in multiple components of enterprise performance management (EPM), including strategic planning, execution, cost visibility, driver behavior, forecasting, planning, predictive analytics, ERM, and process productivity improverment (lean and Six Sigma). This workshop covers effective EPM frameworks, optimal organizational structure, talent management, leveraging technology to improve processes, and best practices for process change.
Speaker:
Birgit Starmanns, Senior Director, Solution Marketing, SAP
Presentation delivered at CFO Dimensions 2013
Workshop
Cost-to-Serve Reporting and the Unrealized Potential in the Propane IndustryTouchStar
This presentation examines the traditionally fragmented approach to technology in the LP Gas delivery industry compared to business outcomes gained when that technology is integrated across an organization. The end-result is an ability to leverage existing technology to predict route profitability before dispatching fleet assets.
Originally presented by TouchStar Americas General Manager Shelby Ahmann at The 27th World LP Gas Forum and 29th AIGLP Congress incorporating the 2014 Global Technology Conference.
- Infosys won a major contract with Philips to take over three of Philips' shared service centers for finance and accounting processes. This was Infosys' largest BPO contract to date.
- The goal was for Infosys to improve performance of the centers and generate cost savings for Philips through increased standardization and process harmonization. Infosys also aimed to expand the scope of services provided.
- Key challenges included improving knowledge transfer between centers and clients as processes became more standardized, as well as gaining Philips' acceptance of higher standardization levels to increase efficiencies.
- Cost and pricing models for shared IT services across universities must balance financial goals like cost recovery with openness and reasonableness for users.
- Costs are determined on an incremental, partial, or full basis, while price is set based on cost recovery goals and what users will accept.
- Accurately determining costs is challenging, as is estimating usage to set appropriate prices that achieve cost recovery without undue risk. Flexibility in pricing approaches can help manage this risk.
This document discusses IT financial management (ITFM) and the need for transparency and effective governance. It outlines the information needs of key ITFM stakeholders like IT management, business leaders, and the CFO office. Common flawed ITFM practices that create problems are identified, such as differing accounting methods and a lack of business accountability for IT investments. The document proposes seven best practice principles for ITFM, including enabling transparency through measuring labor/asset usage and forecasting. It describes how HP software and services can help implement these principles to improve IT investment decisions, financial accounting, and resource allocation.
Planning Expansion and Adding Scope to your Current Shared Services OperationScottMadden, Inc.
Successful scope expansion for an existing shared services operation requires careful planning. Scope expansion can take a number of forms such as new services, new customer groups, and new geographies. “Shared Service Expansion” is the fourth session of a HR Shared Services learning series that ScottMadden is presenting along with Shared Services & Outsourcing Network (SSON). In this session, we cover an approach for planning expansion and keys to adding scope while balancing the demands of your current shared services operation.
In this presentation from The European Summit for Leaders in Finance Shared Services and Outsourcing 2012, Bob Leenen, Finance Director at Ingersoll Rand, explains how finance transformation programs can revitalise your shared services but it’s often difficult to get the resources you need from your CFO and CEO. In this session, Bob Leenen will share how to demonstrate business benefits that reach far beyond just your finance shared ser vices, covering:
• Key objectives of finance transformation you may have not considered
• How shared services can be a catalyst for wider crossfunctional change, leading to substantially higher benefits across the entire enterprise
• Reducing FTEs by 40% across the entire finance function while moving work into your SSC – how do you do more with less?
Technology is a key enabler for achieving the synergies and savings associated with a shared services delivery model and are important tools for running an HR service center. This is the second session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we reviewed a range of HR technologies to consider as you plan your shared services operation. We discuss the key functions of different types of technologies, important requirements and tips for evaluating different solutions, and guidelines for estimating technology costs.
For more information, please visit www.scottmadden.com.
This report analyzes opportunities for shared services between Bombala Council, Cooma-Monaro Shire Council, and Snowy River Shire Council. It finds that while resource sharing provides limited benefits, centralized services and joint ventures can achieve greater efficiencies through economies of scale. The report examines the Western Border Councils Alliance as a case study, noting it has realized over $5.7 million in savings through regional collaboration. The report conducts a high-level financial analysis of two shared service options - water/wastewater services and centralized corporate services - finding they could result in efficiency dividends of up to 15% through reduced staffing costs and other savings. It recommends Bombala, Cooma-Monaro
Abstract - Designing SharePoint 2010 for Business
A business owner nowadays needs to be able to attract and engage people to their website. In this session, learn to implement your company's brand on SharePoint 2010. During this session, we'll use the right tools to take a design from concept to a fully functioning SharePoint 2010 site. Based on real world experiences, this session is sure to give you some practical tips, tricks, and advice you can use immediately. Learn to leverage SharePoint 2010 tools to customize your experiences, and make them unique. You will be able to take this knowledge and deliver the best end to end experiences to your customers.
Bio - Kanwal Khipple, is a SharePoint Most Valued Professional (MVP) and Principal SharePoint Architect for BrightStarr. Kanwal focuses on designing adoptable solutions using SharePoint. In the past 7 years, he has developed, implemented and architected hundreds of SharePoint solutions from small single server deployments to globally dispersed SharePoint server farms that can handle 120,000+ users. Kanwal lives in Toronto, Canada and you can find him tweeting, buzzing and blogging on his personal blog. Connect with him on LinkedIn to learn how you can quickly start getting ROI for your SharePoint Intranet.
User Centered Design and SharePoint Publishing PortalsTom Pham
Usability and User Experience.
The User Centered Design Process (UCDP), taking designs from Abstract to Concrete.
Identifying Measures of Success.
Putting together a UX Team.
Microsoft’s Web Content Management System - SharePoint Publishing Portals.
Publishing Site Components - Master Page, Page Layouts, CSS, JS, XSLTs, Web Parts.
Leveraging CSS Frameworks for responsive web like Bootstrap.
Best Practices in Creating a Strategic Finance FunctionFindWhitePapers
Many CFOs and the finance organizations they lead have started to take on new strategic roles within the enterprise. Their goal is to enforce stricter control processes to ensure legal and regulatory compliance, offer strategic insights into the internal and external business environment, and connect the business strategy with daily operations through performance tracking.
This document discusses key concepts for building a business case to evaluate the feasibility of implementing shared services. It provides an overview of how to calculate costs and benefits, collect current state metrics, and consider sensitivities. Calculating benefits focuses on headcount reductions through process efficiencies and benchmarks. Costs include labor, technology, consulting, and site-related expenses. Non-quantifiable benefits like improved customer service and controls are also noted. Current state metrics involve analyzing headcounts, volumes, and costs by activity. Interviews provide context.
Multi-function Shared Services center - an emerging trendZinnov
Shared services organizations are built on a foundation of reducing cost, promoting efficiencies and, ultimately, in achieving high performance. The evolution curve demonstrates that the shared services model has come a long way from the 70s when the focus was on centralizing non-core business processes to the current model of a portfolio approach based on establishing multi-shore, multi-delivery operations with best in breed solution offering. A variety of business functions are currently being outsourced/globalized with IT, F&A and HRO achieving significant maturity. In terms of locations, Indian cities (Bangalore, NCR and Pune) lead the way as the preferred destinations for most of the F&A, HRO and Inside Sales souring. Locations in Eastern Europe and Latin America offer viable alternatives.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
This presentations tells the story of the Risk-led transformation that HML has undertaken over the last 18 months. It outlines some of the key challenges, how they were overcome and the benefits delivered.
The document is a newsletter from LINKIES. Unternehmensberatung GmbH, a management consulting firm. It discusses the company's enterprise risk management and corporate governance services, which help clients comprehensively address strategic, financial, operational and other risks. The newsletter also provides an overview of LINKIES' global presence and introduces its headquarters in Leipzig, Germany.
This document provides information about a multi-day training workshop on credit risk management. The workshop will be held quarterly in 2009 at a hotel in Kuala Lumpur, Malaysia. It will be led by Tommy Seah, a certified fraud examiner and expert in financial management. The workshop aims to help participants better analyze financial statements and credit risks. It will cover topics like sound financial management, cash flow analysis, and loan monitoring techniques. The intended audience includes professionals in banking, auditing, credit, and finance. The document provides registration details, instructor background, and contact information to sign up.
Praxiom is a risk management firm that offers a comprehensive approach to risk management including assessment, strategy, solutions, and results. It conducts a Risk Management Diagnostic assessment to evaluate a client's risks and risk management program. Based on the assessment, it provides a Risk Management Action Plan and ongoing counsel. It also offers risk control solutions and leadership training to help clients execute their risk management programs and reduce total cost of risk.
Risk governance aims to make risks more "tractable" by influencing factors like frequency and severity. Insurance helps make recovery from crises quicker by providing funding upfront. Reinsurers identify, assess, evaluate, manage and report risks consistently across operations through frameworks and committees. A company's risk culture is shaped by its stated values, assumptions, and how employees act daily. The Chief Risk Officer monitors risks, assesses the risk landscape, and heads decision bodies to inform the company's risk map and decisions. Examples of risk governance include Mexico's disaster fund and the Caribbean Catastrophe Risk Insurance Facility. However, making some risks more tractable still faces challenges from lack of understanding, implementation hurdles, and non-existing
Jonathon Simon, a senior manager at Ernst & Young, presented on risk management. He discussed (1) defining risk management and the risk management lifecycle, (2) examples of good and bad risk management practices, and (3) critical success factors for effective risk management including being proactive and conducting regular risk assessments and scenario planning. The presentation also included an EY case study about implementing robust risk management processes for a government health project.
This document summarizes the services provided by Accounting & Compliance International (ACI) to help clients navigate increasing financial regulation. ACI offers registration assistance, compliance programs, accounting services, and risk management performed by former regulators and compliance experts. Their services are designed to help clients understand their regulatory obligations, identify risks, and ensure accountability.
(1) ACI provides registration, accounting, compliance, and risk management services to financial firms to help them navigate increasing regulation.
(2) Their full-service accounting team handles bookkeeping, financial reporting, taxes, and other accounting needs specific to financial clients.
(3) ACI's compliance experts develop customized compliance programs and provide ongoing support to ensure clients remain up-to-date on regulations.
This document discusses software risk management. It defines risk as any unfavorable event that could hamper a project's completion and risk management as reducing the impact of risks. The importance of software risk management is outlined, noting it addresses complex systems, focuses on critical risks, and can reduce costs through less rework. Risk assessment involves rating risks based on their likelihood and severity to determine priority. Risk identification involves categorizing risks into project, technical, and business risks. Risk containment strategies include avoiding, transferring, and reducing risks. Methodologies discussed include software risk evaluation, continuous risk management, and team risk management.
The ROIG Group is made up of experienced business leaders focused on bringing innovative solutions to clients. They staff projects with seasoned executives who are willing to get their hands dirty. As independent consultants, they believe in mutual value exchange and helping clients make smarter decisions with limited resources. Their four practices focus on helping companies revive from transitions, optimize operations, innovate with new propositions, and grow new businesses.
Governance enables your institution to effectively manage its risk-taking activities. Learn about the four essential capabilities for building strong risk governance and the eight benefits strong risk governance yields.
Shaping Your Culture via Risk Appetite Andrew Smart
This document discusses the importance of risk appetite and embedding risk culture at organizations. It begins by defining risk appetite as the amount and type of risk an entity is willing to accept over a set period of time to achieve its objectives. The document then notes that weaknesses in risk appetite governance contributed to the financial crisis and that properly establishing and monitoring risk appetite is a board responsibility. It stresses that risk appetite should be integrated into strategic planning and outlines how organizations can set, execute, and monitor their risk appetite.
This document discusses risk management at Rolls-Royce. It defines risk and risk management, and explains why risk management is important through examples of past issues Rolls-Royce has faced. It describes Rolls-Royce's risk management framework, process, and techniques used, including bow tie analysis and risk matrices. It emphasizes the importance of planning, governance, assessment, treatment, review and culture to effective risk management.
The purpose of the presentation is to safeguard the organization, its customers, reputation, assets, and stakeholders by identifying and managing risks to meet business objectives in a controlled, responsible, and sustainable manner. Risk assessment involves identifying exposures, assisting with risk-adjusted decisions, and considering the impact of risk management. Quality risk management establishes a common risk framework, defines roles and responsibilities, and provides transparency and oversight of risk practices. Sustainability reporting measures environmental, social, and economic performance indicators related to operations.
Riskpro is an operational risk management consulting firm with offices in Mumbai, Delhi, and Bangalore. It aims to provide integrated risk management solutions to mid-large sized companies in India. Riskpro's team has over 200 years of cumulative experience in risk management. It offers a variety of services including Basel II/III advisory, operational risk consulting, risk training, and recruitment of risk professionals.
This document provides an overview of Riskpro, an organization that provides operational risk management consulting services. It discusses Riskpro's mission to be a preferred provider of governance, risk, and compliance solutions. It highlights Riskpro's value propositions such as quality advisory services at affordable rates. The document also outlines Riskpro's operational risk management offerings such as Basel II framework consulting, risk control self-assessment workshops, key risk indicator frameworks, and operational loss databases. It provides examples of risk management training that Riskpro can provide via web-based sessions. Finally, it discusses challenges in managing people risk and introduces Riskpro's PRAY tool for quantifying people risk levels.
VBM Consulting is a London-based consulting firm established in 1996 that specializes in helping companies develop and implement strategies to maximize shareholder value. They focus on growth strategies, cost reduction, organizational change, and executive training. Their proprietary "Five Delta" methodology addresses revenue growth, operations, financial structure, risk management, and investor perceptions. They draw on an international network of associates to staff client projects. Past clients include Barclays, Alliance Boots, and Avon, and feedback has been positive about the impact of their work. The firm is led by Managing Partner Stephen Neill and Partners Juliana Bacon and Peter Clark.
The Rollins Agency provides exclusive access to their proprietary Rollins 360 process which involves more than just insurance placement. The Rollins 360 develops a comprehensive risk management plan through discovery of client risks, analysis and plan design, implementation, and continued reviews. This approach analyzes a client's total cost of risk and identifies areas to improve to reduce insurance costs over time. Traditional agents focus on reactive services like processing claims while the Rollins 360 takes a proactive approach to prevent losses through ongoing risk management and strategic services.
2005 Project Management Institute presentation on Risk ManagementKarl Davey
Embedding risk management in an organization requires gaining buy-in from stakeholders to the risk process. This involves making the risk management process credible, defining risks clearly with input from relevant people, and prioritizing risks based on likelihood and impact. Increasing visibility of the risk management process and results through communication and reporting is important to maintain buy-in.
Ken Kurdziel: Enterprise Risk ManagementJamesMooreCo
This document discusses enterprise risk management. It defines enterprise risk management as identifying and analyzing relevant risks from an organization-wide perspective to help achieve operational, financial and compliance objectives. It discusses different types of risks like technology, financial, operational, reputation, strategic, human capital, compliance and donor risks. It provides examples of implementing a successful enterprise risk program and conducting risk assessments, including establishing goals and objectives, identifying risks, analyzing risks, evaluating risks, addressing risks, and using a heat map. The document discusses justifying risk management through weak controls, governance and vulnerability criteria. It aims to help understand and apply risk assessment programs.
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