Learn the key finding of NAVEX Global's 2017 Policy & Procedure Management Benchmark Report including the state of policy management; modern processes and tools; impact of legal and regulatory risks; and key takeaways and recommendations.
Building a Compelling Business Case for Boosting your GRC ProgramNAVEX Global
Randy Stephens from NAVEX Global and Chris McClean from Forrester discuss how compliance officers can make a business case for investing in high performing compliance programs.
This document summarizes the key findings of a benchmarking study on policy and procedure management programs conducted in 2017. It finds that the top challenges for organizations are training employees and keeping policies up to date with changing laws. Nearly three-fourths use some kind of automated system, with purpose-built software providing better features. Over a quarter of organizations faced legal issues related to policies in the past three years. The presentation recommends dedicating budgets to policy management and automating processes to reduce costs and legal risks.
Forrester Webinar: Building a Compelling Business Case for Boosting your GRC ...NAVEX Global
This document discusses building a business case for boosting a governance, risk, and compliance (GRC) program. It provides metrics and frameworks for demonstrating the value of GRC programs and automation through increased efficiency, risk reduction, and enhanced performance. Senior executives are more likely to support GRC programs if they are presented with customized, high-level reporting that addresses risk assessments, trends, and other relevant issues and shows how the program improves the bottom line. Effective business cases focus on benefits like flexibility, cost savings, and better decision-making based on risk intelligence. Regular reporting is needed to continue building support over time.
The document is a presentation on benchmarking third party risk management programs. It discusses findings from NAVEX Global's 2016 benchmark report on third party risk management, which was based on a survey of 394 respondents. Some key findings included that the top objective of most programs is to protect the organization from risk, and that the top challenge is managing conflicts of interest. However, many programs have incomplete approaches to third party due diligence, such as not continuously monitoring all third parties. More mature programs that utilize automated solutions tend to screen and monitor all third parties more comprehensively.
NAVEX Global's Benchmarking Your Hotline in 2016: What is your Data Telling You?NAVEX Global
In this slide deck, learn what our advisory services team discovered by researching the data from our incident management systems' reports from over 4,000 of our clients.
In this presentation, we will discuss in details about the policies required for a domain, control of documents and corporate policies. We will also talk about the processes that transform inputs into outputs, requirements for the processes and process audits.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
How to Comply with FEHA's new Anti-Discrimination and Harassment Policy Requi...NAVEX Global
On April 1, 2016, new regulations went into effect adding requirements for handling internal employee complaints.
Greg Keating, JD, a national authority in the area of whistleblowing and retaliation, will explain in detail the new anti-discrimination and harassment compliance requirements.
This describes a generalised and structured approach to defining a strategy for collecting (near or actual) real time, high volume data. The appproach can be applied to areas such as Telemetry, Big Data, Smart Metering and Internet of Things implementations and operations. This proposed structured approach is intended to ensure that complexity is understood and can be appropriately addressed at an early stage before problems become to embedded to be solved. Real time situational data gives rise to situational awareness and understanding which in turn presents opportunities for effective and rapid situational decisions. Real time situational data enables greater situational visibility which means increased operational intelligence.
Building a Compelling Business Case for Boosting your GRC ProgramNAVEX Global
Randy Stephens from NAVEX Global and Chris McClean from Forrester discuss how compliance officers can make a business case for investing in high performing compliance programs.
This document summarizes the key findings of a benchmarking study on policy and procedure management programs conducted in 2017. It finds that the top challenges for organizations are training employees and keeping policies up to date with changing laws. Nearly three-fourths use some kind of automated system, with purpose-built software providing better features. Over a quarter of organizations faced legal issues related to policies in the past three years. The presentation recommends dedicating budgets to policy management and automating processes to reduce costs and legal risks.
Forrester Webinar: Building a Compelling Business Case for Boosting your GRC ...NAVEX Global
This document discusses building a business case for boosting a governance, risk, and compliance (GRC) program. It provides metrics and frameworks for demonstrating the value of GRC programs and automation through increased efficiency, risk reduction, and enhanced performance. Senior executives are more likely to support GRC programs if they are presented with customized, high-level reporting that addresses risk assessments, trends, and other relevant issues and shows how the program improves the bottom line. Effective business cases focus on benefits like flexibility, cost savings, and better decision-making based on risk intelligence. Regular reporting is needed to continue building support over time.
The document is a presentation on benchmarking third party risk management programs. It discusses findings from NAVEX Global's 2016 benchmark report on third party risk management, which was based on a survey of 394 respondents. Some key findings included that the top objective of most programs is to protect the organization from risk, and that the top challenge is managing conflicts of interest. However, many programs have incomplete approaches to third party due diligence, such as not continuously monitoring all third parties. More mature programs that utilize automated solutions tend to screen and monitor all third parties more comprehensively.
NAVEX Global's Benchmarking Your Hotline in 2016: What is your Data Telling You?NAVEX Global
In this slide deck, learn what our advisory services team discovered by researching the data from our incident management systems' reports from over 4,000 of our clients.
In this presentation, we will discuss in details about the policies required for a domain, control of documents and corporate policies. We will also talk about the processes that transform inputs into outputs, requirements for the processes and process audits.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
How to Comply with FEHA's new Anti-Discrimination and Harassment Policy Requi...NAVEX Global
On April 1, 2016, new regulations went into effect adding requirements for handling internal employee complaints.
Greg Keating, JD, a national authority in the area of whistleblowing and retaliation, will explain in detail the new anti-discrimination and harassment compliance requirements.
This describes a generalised and structured approach to defining a strategy for collecting (near or actual) real time, high volume data. The appproach can be applied to areas such as Telemetry, Big Data, Smart Metering and Internet of Things implementations and operations. This proposed structured approach is intended to ensure that complexity is understood and can be appropriately addressed at an early stage before problems become to embedded to be solved. Real time situational data gives rise to situational awareness and understanding which in turn presents opportunities for effective and rapid situational decisions. Real time situational data enables greater situational visibility which means increased operational intelligence.
Competence in sourcing is a core skill of the IT function. The IT function is becoming largely a manager of suppliers and service providers across a wide range of products, solutions and services. IT mediates between the business and the supplier ecosystem, acting as a lens focussing business needs on appropriate suppliers. When products and services are outsourced, the risks of the suppliers and service providers are inherited by the acquiring organisation. Sourcing should not be a “fire and forget” activity. Effective supplier selection and ongoing assessment, validation and management is an important skill for the IT function. The Service Organisation Controls audit approach can be adapted for use by the IT function to develop an approach to vendor governance.
The document summarizes key points from an MD Ranger webinar on auditing physician contracts effectively. It discusses the importance of audits to ensure compliance with regulations and align contracts with organizational goals. It provides tips for planning audits such as checking processes, knowing resources, and prioritizing high spend service lines. An example is given where total spend analysis in MD Ranger uncovered higher than typical directorship payments. The document also introduces MD Ranger as a platform providing over 300 physician payment benchmarks and tools to standardize processes, document fair market value, review contracts, and mitigate compliance risks.
The document discusses regulatory compliance and the responsibilities for ensuring compliance at all levels of an organization. It states that leadership is responsible and accountable for compliance performance. It also notes that compliance consultants can help organizations by simplifying, eliminating waste from, and accelerating compliance efforts. The document emphasizes that compliance is a performance requirement for the entire organization from executive leadership down to individual employee job functions and tasks.
A typical day for an IT operations manager at Hutt Valley DHB involves dealing with many urgent issues and interruptions, such as technical problems, supplier issues, and staff requests. The presentation discusses Hutt Valley DHB's experience conducting a business impact analysis and developing a disaster recovery plan with external consultants. It emphasizes starting the process early, involving business stakeholders, and testing the disaster recovery plan.
A contingency plan is:
“A plan for emergency response, backup operations, and post-disaster recovery maintained by an activity as a part of its security program that will ensure the availability of critical resources and facilitate the continuity of operations in an emergency situation…”
(National Computer Security Center 1988)
Cp gp day03 session 12 - barriers, constraints and enabling measureszubeditufail
Here are the key barriers, constraints and enabling measures identified for promoting cleaner production in Pakistan:
Barriers/Constraints:
- Lack of awareness and understanding of CP benefits among industry
- Upfront costs and perceived investment risk
- Lack of incentives and financial support from government
- No enforcement of environmental regulations
- Absence of CP expertise and skills within industry
- Short-term profit-focused mindset
- Resistance to change existing production processes
Enabling Measures:
- Awareness raising campaigns targeting industry and government
- Financial incentives like tax breaks for CP implementation
- Capacity building programs to develop local CP expertise
- Partnering industries with technical institutes for assessments
- Lead
The document discusses how general counsel can take control of legal functions in companies. It recommends that general counsel demonstrate value to the business, drive to reduce legal spend, and take responsibility for additional functions like compliance and risk management. To take control, general counsel must focus on people, technology, and process - ensuring the right level of internal and external resources are used, analyzing work patterns for efficiency, and selecting options suitable for the business. This involves using a range of resourcing options, adopting technologies that improve work quality and processes, and developing policies and procedures to continuously improve legal service delivery.
Business continuity - 5 key steps to effective business impact analysismoranjustin
This document discusses the importance of business impact analysis for developing an effective business continuity and IT disaster recovery plan. It outlines that RCU engagements in 2014 found incomplete BCPs and lack of testing. Failure to have a formal BCP can disrupt member services, make business-critical information unavailable, and result in insufficient IT system resilience. The document then provides the top 5 key steps to conducting a business impact analysis to properly prioritize processes, identify resource dependencies, determine acceptable downtimes, prioritize restoration, and inform recovery strategies. It also includes a sample classification system to categorize systems as critical, vital, sensitive, or non-critical.
This document provides an introduction and overview of BRIDGEi2i Analytics Solutions Pvt. Ltd., an analytics solutions company. It discusses their vision of transforming big data into meaningful business metrics and insights to realize sustainable business impact. It outlines their solutions across key business functions like customer intelligence, marketing effectiveness, price optimization, and risk management. It also describes their approach of simplifying analytics, solving business problems using data, and sustaining analytics-driven decisions. Their capabilities, technology assets, clients, and body of analytics work are highlighted. Finally, their engagement model of DIY analytics apps, consulting services, and managed analytics services is presented.
This document outlines the key stages and elements of developing an occupational health and safety (OHS) management system, including establishing policies and procedures, identifying information sources and requirements, consulting stakeholders, and regularly evaluating and reviewing the system. It discusses establishing an OHS policy and commitments, AS/NZS standards for an effective OHS management system, developing procedures to implement the policy, legal requirements and guidelines to reference, and methods for identifying hazards, assessing risks, and consulting employees. The overall goal is to implement a continuous improvement approach to OHS management.
This document discusses outcome measures for nonprofits and why they are important. Outcome measures assess an organization's impact, success, and accountability beyond just activities and outputs. They demonstrate the results of a nonprofit's work. Key reasons to use outcome measures include stewardship, reputation/credibility, accountability, and attracting funding. Various stakeholders track outcome measures, like donors, evaluators, and other nonprofits. The document provides guidance on getting started with outcome measures and identifies tools and resources to help nonprofits develop and track appropriate metrics.
19600 compliance management system guidelinesNimonik
Most organizations have a siloed approach to compliance with environmental, safety, quality, community engagement and other departments managing their compliance issues separately. Increasing fines, penalties and criminal proceedings for non-compliance are driving organizations around the world to change their approach to compliance management. ISO recently introduced a unified compliance management system, 19600. This standard has not yet been widely adopted, but there is a clear trend to try and centralize compliance obligations.
In this webinar, we discuss the best practices and guidelines for compliance management as described in the standard.
You will learn:
- the 7 elements that make up an effective compliance management system - Context of the organization, Leadership, Planning, Support, Operations, Performance Evaluation and Improvement
- In-depth details of each of the 7 elements
- Examples of how you can apply the recommendations at your organization
Presenter - Jonathan Brun, CEO Nimonik
Greg Van Dusen is a regulatory, risk management, planning and financial expert with over 36 years of experience in the energy sector. He currently serves as the Director of Regulatory Affairs at Hydro Ottawa. His career includes senior roles at Ontario Hydro, Hydro One, and as an independent consultant. He has extensive experience developing regulatory applications and strategies, testifying as an expert witness on regulatory matters, and advising various utilities.
Want to finally get a clear, accurate, and timely view of your revenue, expenses, cash flow, and profitability? Look at Intacct cloud financials for reporting for today's challenges.
Operational and Business Continuity Management Strategy for Multi-type Nation...BCM Institute
This document outlines an operational and business continuity management strategy for a multi-type national transportation system. It discusses the types of incidents that could impact transport including natural disasters, safety incidents, and security incidents. The objectives of the transport business continuity plan are to continue service, minimize losses, and maintain reputation. The critical components of the transport system are identified as modes of conveyance, infrastructure, and systems. The business continuity strategy involves preventative measures to mitigate impacts, preparation of plans and resources, and a recovery strategy to respond to and recover from incidents.
Learning From IG Experts In Healthcare & Beyond: How To Start An Information ...Nick Inglis
The document provides an overview of how to start an information governance program. It discusses defining information governance and exploring the current state of information management. It recommends starting with a meaningful problem, doing a quick win project to build support, and leveraging a model to build out the program in sections. The document also compares the AHIMA and Information Coalition information governance models and emphasizes understanding an organization's past information management practices to help build its future practices.
1) GAN Integrity provides a compliance management platform that integrates risk assessment, policy management, training, third party due diligence, case management, gifts/hospitality tracking, and monitoring/reporting into a single solution.
2) The document discusses the challenges of outdated compliance technologies, dispersed data, and difficulties executing compliance programs. GAN claims to address these issues with its all-in-one platform.
3) GAN cites positive feedback from compliance executives who appreciate GAN's ability to streamline previously difficult compliance tasks and provide automated reporting in a single integrated system.
Building Your DPIA/PIA Program: Tips & Case Studies [TrustArc Webinar Slides]TrustArc
Watch the webinar on-demand: https://info.trustarc.com/building-pia-dpia-program-webinar.html
DPIA/PIA guidance, tips for success and case studies from the field.
The GDPR mandates Privacy by Design and requires documented Data Protection Impact Assessments (DPIAs) for high risk processing. How can you build this into a sustainable program across your business? Having a good understanding of what DPIA/PIAs are and how to implement them can be the key to embedding privacy in the heart of your organization as well as achieving GDPR compliance.
Watch this webinar on-demand to:
- Hear PIA best practices
- Review GDPR compliance requirements
- Receive a range of tips and tools to help streamline and embed the process
- Hear how Volvo Financial Services has approached assessments across their organization
To register for upcoming/on-demand webinars visit: https://www.trustarc.com/events/webinar-schedule/
2017 Erp-report by Panoroma ConsultingErcan Gürsoy
The 2017 Report on ERP Systems and Enterprise Software from Panorama Consulting Solutions summarizes their research into software customer experiences. They surveyed 342 organizations between 2016-2017. Key findings include: more organizations focused on change management and realized benefits sooner, while vendor satisfaction decreased. Additionally, customized implementations decreased while budget overruns increased. The report provides benchmarks for ERP implementations and emphasizes investing in change management and business process management for success.
Competence in sourcing is a core skill of the IT function. The IT function is becoming largely a manager of suppliers and service providers across a wide range of products, solutions and services. IT mediates between the business and the supplier ecosystem, acting as a lens focussing business needs on appropriate suppliers. When products and services are outsourced, the risks of the suppliers and service providers are inherited by the acquiring organisation. Sourcing should not be a “fire and forget” activity. Effective supplier selection and ongoing assessment, validation and management is an important skill for the IT function. The Service Organisation Controls audit approach can be adapted for use by the IT function to develop an approach to vendor governance.
The document summarizes key points from an MD Ranger webinar on auditing physician contracts effectively. It discusses the importance of audits to ensure compliance with regulations and align contracts with organizational goals. It provides tips for planning audits such as checking processes, knowing resources, and prioritizing high spend service lines. An example is given where total spend analysis in MD Ranger uncovered higher than typical directorship payments. The document also introduces MD Ranger as a platform providing over 300 physician payment benchmarks and tools to standardize processes, document fair market value, review contracts, and mitigate compliance risks.
The document discusses regulatory compliance and the responsibilities for ensuring compliance at all levels of an organization. It states that leadership is responsible and accountable for compliance performance. It also notes that compliance consultants can help organizations by simplifying, eliminating waste from, and accelerating compliance efforts. The document emphasizes that compliance is a performance requirement for the entire organization from executive leadership down to individual employee job functions and tasks.
A typical day for an IT operations manager at Hutt Valley DHB involves dealing with many urgent issues and interruptions, such as technical problems, supplier issues, and staff requests. The presentation discusses Hutt Valley DHB's experience conducting a business impact analysis and developing a disaster recovery plan with external consultants. It emphasizes starting the process early, involving business stakeholders, and testing the disaster recovery plan.
A contingency plan is:
“A plan for emergency response, backup operations, and post-disaster recovery maintained by an activity as a part of its security program that will ensure the availability of critical resources and facilitate the continuity of operations in an emergency situation…”
(National Computer Security Center 1988)
Cp gp day03 session 12 - barriers, constraints and enabling measureszubeditufail
Here are the key barriers, constraints and enabling measures identified for promoting cleaner production in Pakistan:
Barriers/Constraints:
- Lack of awareness and understanding of CP benefits among industry
- Upfront costs and perceived investment risk
- Lack of incentives and financial support from government
- No enforcement of environmental regulations
- Absence of CP expertise and skills within industry
- Short-term profit-focused mindset
- Resistance to change existing production processes
Enabling Measures:
- Awareness raising campaigns targeting industry and government
- Financial incentives like tax breaks for CP implementation
- Capacity building programs to develop local CP expertise
- Partnering industries with technical institutes for assessments
- Lead
The document discusses how general counsel can take control of legal functions in companies. It recommends that general counsel demonstrate value to the business, drive to reduce legal spend, and take responsibility for additional functions like compliance and risk management. To take control, general counsel must focus on people, technology, and process - ensuring the right level of internal and external resources are used, analyzing work patterns for efficiency, and selecting options suitable for the business. This involves using a range of resourcing options, adopting technologies that improve work quality and processes, and developing policies and procedures to continuously improve legal service delivery.
Business continuity - 5 key steps to effective business impact analysismoranjustin
This document discusses the importance of business impact analysis for developing an effective business continuity and IT disaster recovery plan. It outlines that RCU engagements in 2014 found incomplete BCPs and lack of testing. Failure to have a formal BCP can disrupt member services, make business-critical information unavailable, and result in insufficient IT system resilience. The document then provides the top 5 key steps to conducting a business impact analysis to properly prioritize processes, identify resource dependencies, determine acceptable downtimes, prioritize restoration, and inform recovery strategies. It also includes a sample classification system to categorize systems as critical, vital, sensitive, or non-critical.
This document provides an introduction and overview of BRIDGEi2i Analytics Solutions Pvt. Ltd., an analytics solutions company. It discusses their vision of transforming big data into meaningful business metrics and insights to realize sustainable business impact. It outlines their solutions across key business functions like customer intelligence, marketing effectiveness, price optimization, and risk management. It also describes their approach of simplifying analytics, solving business problems using data, and sustaining analytics-driven decisions. Their capabilities, technology assets, clients, and body of analytics work are highlighted. Finally, their engagement model of DIY analytics apps, consulting services, and managed analytics services is presented.
This document outlines the key stages and elements of developing an occupational health and safety (OHS) management system, including establishing policies and procedures, identifying information sources and requirements, consulting stakeholders, and regularly evaluating and reviewing the system. It discusses establishing an OHS policy and commitments, AS/NZS standards for an effective OHS management system, developing procedures to implement the policy, legal requirements and guidelines to reference, and methods for identifying hazards, assessing risks, and consulting employees. The overall goal is to implement a continuous improvement approach to OHS management.
This document discusses outcome measures for nonprofits and why they are important. Outcome measures assess an organization's impact, success, and accountability beyond just activities and outputs. They demonstrate the results of a nonprofit's work. Key reasons to use outcome measures include stewardship, reputation/credibility, accountability, and attracting funding. Various stakeholders track outcome measures, like donors, evaluators, and other nonprofits. The document provides guidance on getting started with outcome measures and identifies tools and resources to help nonprofits develop and track appropriate metrics.
19600 compliance management system guidelinesNimonik
Most organizations have a siloed approach to compliance with environmental, safety, quality, community engagement and other departments managing their compliance issues separately. Increasing fines, penalties and criminal proceedings for non-compliance are driving organizations around the world to change their approach to compliance management. ISO recently introduced a unified compliance management system, 19600. This standard has not yet been widely adopted, but there is a clear trend to try and centralize compliance obligations.
In this webinar, we discuss the best practices and guidelines for compliance management as described in the standard.
You will learn:
- the 7 elements that make up an effective compliance management system - Context of the organization, Leadership, Planning, Support, Operations, Performance Evaluation and Improvement
- In-depth details of each of the 7 elements
- Examples of how you can apply the recommendations at your organization
Presenter - Jonathan Brun, CEO Nimonik
Greg Van Dusen is a regulatory, risk management, planning and financial expert with over 36 years of experience in the energy sector. He currently serves as the Director of Regulatory Affairs at Hydro Ottawa. His career includes senior roles at Ontario Hydro, Hydro One, and as an independent consultant. He has extensive experience developing regulatory applications and strategies, testifying as an expert witness on regulatory matters, and advising various utilities.
Want to finally get a clear, accurate, and timely view of your revenue, expenses, cash flow, and profitability? Look at Intacct cloud financials for reporting for today's challenges.
Operational and Business Continuity Management Strategy for Multi-type Nation...BCM Institute
This document outlines an operational and business continuity management strategy for a multi-type national transportation system. It discusses the types of incidents that could impact transport including natural disasters, safety incidents, and security incidents. The objectives of the transport business continuity plan are to continue service, minimize losses, and maintain reputation. The critical components of the transport system are identified as modes of conveyance, infrastructure, and systems. The business continuity strategy involves preventative measures to mitigate impacts, preparation of plans and resources, and a recovery strategy to respond to and recover from incidents.
Learning From IG Experts In Healthcare & Beyond: How To Start An Information ...Nick Inglis
The document provides an overview of how to start an information governance program. It discusses defining information governance and exploring the current state of information management. It recommends starting with a meaningful problem, doing a quick win project to build support, and leveraging a model to build out the program in sections. The document also compares the AHIMA and Information Coalition information governance models and emphasizes understanding an organization's past information management practices to help build its future practices.
1) GAN Integrity provides a compliance management platform that integrates risk assessment, policy management, training, third party due diligence, case management, gifts/hospitality tracking, and monitoring/reporting into a single solution.
2) The document discusses the challenges of outdated compliance technologies, dispersed data, and difficulties executing compliance programs. GAN claims to address these issues with its all-in-one platform.
3) GAN cites positive feedback from compliance executives who appreciate GAN's ability to streamline previously difficult compliance tasks and provide automated reporting in a single integrated system.
Building Your DPIA/PIA Program: Tips & Case Studies [TrustArc Webinar Slides]TrustArc
Watch the webinar on-demand: https://info.trustarc.com/building-pia-dpia-program-webinar.html
DPIA/PIA guidance, tips for success and case studies from the field.
The GDPR mandates Privacy by Design and requires documented Data Protection Impact Assessments (DPIAs) for high risk processing. How can you build this into a sustainable program across your business? Having a good understanding of what DPIA/PIAs are and how to implement them can be the key to embedding privacy in the heart of your organization as well as achieving GDPR compliance.
Watch this webinar on-demand to:
- Hear PIA best practices
- Review GDPR compliance requirements
- Receive a range of tips and tools to help streamline and embed the process
- Hear how Volvo Financial Services has approached assessments across their organization
To register for upcoming/on-demand webinars visit: https://www.trustarc.com/events/webinar-schedule/
2017 Erp-report by Panoroma ConsultingErcan Gürsoy
The 2017 Report on ERP Systems and Enterprise Software from Panorama Consulting Solutions summarizes their research into software customer experiences. They surveyed 342 organizations between 2016-2017. Key findings include: more organizations focused on change management and realized benefits sooner, while vendor satisfaction decreased. Additionally, customized implementations decreased while budget overruns increased. The report provides benchmarks for ERP implementations and emphasizes investing in change management and business process management for success.
2017 Report on ERP Systems & Enterprise Software.Minh Hong
The 2017 Report on ERP Systems and Enterprise Software from Panorama Consulting Solutions summarizes their research into software customer experiences. They surveyed 342 organizations between 2016-2017. Key findings include: more organizations focused on change management and realized benefits sooner, while vendor satisfaction decreased. Additionally, customized implementations decreased while budget overruns increased, though average costs decreased. The report concludes that investing in change management and business process management leads to more successful implementations.
Andrew Bartolini, Chief Research Officer at Ardent Partners, reflects back on the past year and presents a clear directive for procurement organizations looking to improve outcomes in 2017, providing benchmark data based on an annual survey to over 330 procurement executives.
Accelerating Sourcing to Reduce Costs & Capture New BenefitsAtul Vashistha
The document discusses ways that companies can maximize outcomes from their sourcing programs. It suggests industrializing data analytics to generate real-time insights, leveraging benchmarking to identify best practices, viewing risks as opportunities, and using automation to increase speed and reduce costs. The overall message is that sourcing programs need to move beyond transactions and cost savings to deliver ongoing value through practices like governance, analytics, and continuous improvement.
State of DevOps - Takeaways for Sales & Marketing ProfessionalsUBM (Technology)
With DevOps on the rise, Interop ITX's research report provides insight on how IT leaders are implementing DevOps concepts, their top priorities, and how success is being measured. Barriers and benefits are also explored in this presentation with key takeaways.
Download the full report here: http://reg.interop.com/devops17?kcode=slideshare
Help your organization make better informed decisions. Join the Raffa Technology team and Prophix to discover how best in class organizations are using financial automation to drive improved budgeting, strategic financial analysis and better business decision making.
Learn how organizations are automating the financial budget process to deliver more accurate and timely information in the financial planning process.
This document provides best practices for records and information management (RIM) programs. It discusses why such programs are important given increasing regulations around records. It identifies key components of an effective RIM program, including establishing accountability, developing retention policies, implementing policies and procedures, using imaging and archival technologies, ensuring compliance, and properly disposing of records. The document stresses the importance of consistency across the organization in implementing RIM practices. It provides tips for several "best practices" areas including establishing accountability, developing retention policies, and other aspects of a compliant RIM program.
Help your organization make better informed decisions. Join the Raffa Technology team and Prophix to discover how best in class organizations are using financial automation to drive improved budgeting, strategic financial analysis and better business decision making.
Learn how organizations are automating the financial budget process to deliver more accurate and timely information in the financial planning process.
NLB is a technology, analytics and advisory services company founded in 2007 with over 1500 resources in the US and Canada. It helps clients innovate and improve processes through best practices from Fortune 1000 companies. NLB provides services including analytics, process re-engineering, staff augmentation, and vendor environment optimization to help clients reduce costs and realize measurable business impacts. It takes an end-to-end approach to predictive analytics from identifying patterns to developing prescriptive actions and embedding insights into client systems and culture.
NLB is a technology, analytics and advisory services company founded in 2007 with over 1500 resources in the US and Canada. It helps clients innovate and improve processes through best practices from Fortune 1000 companies. NLB provides services including analytics, process re-engineering, staff augmentation, and vendor environment optimization to help clients reduce costs and realize measurable business impacts. It takes an end-to-end approach to predictive analytics from identifying patterns to developing prescriptive actions and embedding insights into client systems and culture.
This document summarizes a presentation given at Predictive Analytics World in Chicago on establishing a data-driven culture through change management. The presentation discusses defining what it means for a culture to be data-driven, engaging leadership to support the change, and implementing sustainable changes. It also provides tactics for measuring whether the shift to a more data-driven culture is successful. The key recommendations are to align analytics goals with organizational objectives, evaluate how analytics fits the existing processes, communicate wins from analytics projects to drive further adoption, and use the right metrics to assess the analytics program over time.
Project Control - Your Driver to Enterprise Profitability - Iain Graham, Sale...Mediehuset Ingeniøren Live
Keeping projects under control is a key for any Enterprise that runs projects driven businesses. Beyond collecting and gathering data to report what has happened, effective project control “best of breed” practices try today to include more analytical processes, which is mandatory pre-condition to drive each single project and the whole portfolio of projects performances to success.
This session will introduce you to significant business cases that leading existing Customers experienced by adopting EcoSys EPC Enterprise Planning & Control system.
Therefore, it will provide you with sample of benefits that You can gain after adopting state of the art technology and effective execution management practices to ensure most efficient control to your projects, and therefore to your business.
Secrets to Accelerate and Maximize Value from your Spend Management Program SAP Ariba
1. The document discusses planning and executing a spend management program to maximize value, including identifying value, developing a flight plan, and ensuring value realization over time.
2. It provides guidance on evaluating spend categories and rollout strategies, developing a category flight plan, and measuring key performance indicators to track savings and supplier performance.
3. The presenters describe their approach for continuously improving the program through activities like compliance reporting, user adoption, and deeper integration with finance systems.
The International Accounting Standards Board (IASB) and the Financial Accounting Standards Board (FASB) are currently finalizing the accounting regulations for leases, expecting to issue the new standards before the end of 2015. The new regulations will require organizations to capitalize many of their operating leases and record them in their balance sheets as assets and obligations.
With high volumes of complex lease contracts for drilling, equipment and joint operations, oil and gas operators are one of the groups that are most affected by the upcoming lease accounting standards. To ensure that they have the IT systems, applications, processes and controls ready to comply and to allow for potentially lengthy lead times, experts strongly recommend organizations to start considering today how technology can help them prepare, long before adopting the standard.
Industry Brochure: Revenue Recognition in Oil & GasAnna-Maria Kröner
The document discusses how the upcoming changes to lease accounting regulations will require companies to record operating leases on their balance sheets. This will significantly impact oil and gas companies with many complex lease contracts. Nakisa Financial Solutions can help companies prepare for the new standards with solutions to gain visibility into lease data, ensure compliance, and allow sound decisions through impact analysis. It promotes Nakisa's financial management solutions for lease administration and revenue recognition that streamline compliance and provide benefits such as cost savings and risk exposure visibility.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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Prescriptive analytics BA4206 Anna University PPTFreelance
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Our Software:
Industry-leading solutions that standalone to meet immediate ethics and compliance needs, but also integrated to ensure that critical components of your ethics and compliance program management are connected. This includes our incident management, policy management and enterprise due diligence software.
Our Services:
Advisory Services: We are home to the industry’s foremost group of compliance experts – most of whom are former in-house ethics and compliance officers or former DOJ prosecutors – who assist organizations of all sizes with their ethics and compliance responsibilities – from program evaluations or, as mentioned, policy and code writing services. Their work and experience also helps to shape our own software solutions through their unique knowledge and work with clients.
Top justifications from senior management to purchase a purpose-built policy management software parallel the highest rated features of those organizations currently using a technology for policy management:
(1) centralizing policies and procedures, (2) document management and versioning, (3) improving employee access, and (4) audit trails.
Top Industry
In 2016 – top concern was keeping up with changing laws and regs
Coaching on difference between policies and procedures
Later discussion on policy on policies
Definitions:
Reactive: We don’t have best practices in place. When an issue or a need arises we create a policy to address it.
Basic: Policy authorship happens in silos. Department managers create policies on their own, using Word, Excel, or other tools we already have. There is not a common practice for authoring or publishing policies.
Maturing: Our policies are centralized and translated as appropriate (through a shared folder or intranet). We have a system for updating them and controlling different versions, but policy processes like authoring, reviewing, publishing and collecting signatures are not software-driven or automated.
Advanced: We have a software-driven or automated solution in place that standardizes the creation and review of policies, responds to regulatory change and reduces the time it takes to write, approve, find, distribute and certify policies in multiple languages.
Active Stakeholders when it comes to REVIEW and APPROVAL of Policies and Procedures are similar but in a slightly different order:
(1) Legal, (2) HR, (3) Ethics and Compliance, (4) Finance, (5) Information Technology, (6) Risk Management, (7) Internal Audit
Low budget / less than $25k or no budget at all
Non Commercial Software would include SharePoint or other in-house systems
Organizations With Automated Policy Management Software Are 70% Satisfied Compared to only 29% of those with in-house solutions
Senior management is most likely to support automation to ensure access and consistency of policies and procedures.
As the program moves along a continuum of maturation, automation can provide additional benefits.
The automation solution can produce many additional benefits to efficiency, risk reduction and your bottom line.
The value proposition for purchasing commercially developed policy management software should include education about the broader range of benefits which may help move the organizations policy management program from Basic to Maturing/Advanced.
Senior management valued these same top four features as reasons to justify the purchase of policy management software. This reflects an alignment between value of the software and budget to purchase.
We just talked to the most important elements of automated policy management software, and CENTRALIZED REPOSITORY was ranked at the top.
Here we dive into those using a centralized/standardized software solution for policy management, and we can see that users value multiple benefits of this system at levels in relatively equal importance.
Advanced – have a policy management software with automated workflows for the creation/review of policies, response to regulatory change, distribution and certification of policies in multiple languages
Maturing – Policies are stored in a shored folder / intranet. Systems are in place for updating but processes of writing/reviewing/attestation are not automated or software-driven.
Full Definitions:
Reactive: We don’t have best practices in place. When an issue or a need arises we create a policy to address it.
Basic: Policy authorship happens in silos. Department managers create policies on their own, using Word, Excel, or other tools we already have.
There is not a common practice for authoring or publishing policies.
Maturing: Our policies are centralized and translated as appropriate (through a shared folder or intranet). We have a system for updating them and
controlling different versions, but policy processes like authoring, reviewing, publishing and collecting signatures are not software-driven
or automated.
Advanced: We have a software-driven or automated solution in place that standardizes the creation and review of policies, responds to regulatory
change and reduces the time it takes to write, approve, find, distribute and certify policies in multiple languages.
Reactive/Basic Organizations are Nearly Four Times as Likely to Review Policies Reactively After an Issue Has Been Raised
Stat to go with the first bullet point: Document management systems don’t cut it when it comes to policy management – organizations with Automated Policy Management Software Are 70% Satisfied Compared to only 29% of those with in-house solutions like SharePoint
In the last three years, has your company faced legal or regulatory action, where a policy came under review
For this purpose, we excluded the I don’t know answers.
Showing that a lot of people in the “unsure” don’t have automated software so they were unable to track this trail / spending more time
Automated software allows people to track and control more effectively – and measure it.
Employee Attestation Requirement Decreased 7% from 2016 Findings
Freeing up resources to focus on other key aspects of effective policy management would include: keeping detailed records on all policies and maintaining documented guidelines for policies
Additional education on the reduction of fees, fines and resources needed to respond to regulatory and litigation demands provides additional ROI for purchasing this type of a solution
We have some great additional resources including a best practice guide to policy management and an ROI Calculator to see how much time and money can actually be saved on your current processes.
Also, since you’re interested in benchmarking and improving your policy program, we’d like to invite you to join Compliance Next.
Compliance Next is a community-driven website that offers accelerated education, program guidance and skill enhancement through best-practice examples, how-to videos, research, regulatory updates and the ability to interact with others in the compliance community. You’ll also have exclusive access to PolicyShare, a community-populated library of policy templates and samples to get you started. You can also contribute your own!
We’d love to encourage everyone on this call to join today at www.compliancenext.com
With that, we’re going to dive into your questions. The poll on the screen is optional, but gives you the chance to let us know if you’d like additional one-on-one guidance from us at NAVEX Global. We’ll leave this on the screen for a few minutes as we begin the Q&A.
[LEAVE ON SCREEN: BEGIN ANSWERING QUESTIONS]