Complexity is a serious threat to organisations around the world. It stems from a variety of sources, is challenging to address, and hinders companies' ability to bring products to market in a timely fashion, to serve customers effectively and to attract and retain employees. Ultimately, it's a threat to the bottom line, but just how costly is complexity and what can be done to counter it?
Business Continuity Management(BCM) a New Paradigm for Nigerian BusinessOluwafemi Adelakun
Business continuity management (BCM) is a relatively new concept in the area of business protection and enterprise wide risk management. However, organizations do not exist in a vacuum and organizations must seek to understand where its application will bring value as well as fits with other activities to support the achievement of organizational objectives. The subject and importance of business continuity management has received significant attention and awareness especially in developed economies of the world; however, it has received little or no attention in developing economies of Africa and Asia and as such many business leaders especially in Africa still do not recognize the starting point in developing these capabilities.
Business Continuity Management is a management process that identifies potential impacts that threaten an organization and provides a framework for building resilience and the capability for an effective response which safeguards the interests of its key stake holders, reputation, brand and value creating activities...
The Fiction behind IT Security ConfidenceSolarWinds
David Monahan Director of Security and Risk Management for Enterprise Management Associates (EMA) reviewed results from research performed about IT security. This research includes data from over 600 IT practitioners and managers in mid-size enterprise companies from the United States, United Kingdom, and Germany.
The research shows:
1. How secure companies believe they are
2. Why that sense of security might be misplaced
3. The difference in perception about security posture between management and practitioners
4. What IT professionals think they need to do to improve security
5. How best practices fit in to the IT security strategy
Complexity is a serious threat to organisations around the world. It stems from a variety of sources, is challenging to address, and hinders companies' ability to bring products to market in a timely fashion, to serve customers effectively and to attract and retain employees. Ultimately, it's a threat to the bottom line, but just how costly is complexity and what can be done to counter it?
Business Continuity Management(BCM) a New Paradigm for Nigerian BusinessOluwafemi Adelakun
Business continuity management (BCM) is a relatively new concept in the area of business protection and enterprise wide risk management. However, organizations do not exist in a vacuum and organizations must seek to understand where its application will bring value as well as fits with other activities to support the achievement of organizational objectives. The subject and importance of business continuity management has received significant attention and awareness especially in developed economies of the world; however, it has received little or no attention in developing economies of Africa and Asia and as such many business leaders especially in Africa still do not recognize the starting point in developing these capabilities.
Business Continuity Management is a management process that identifies potential impacts that threaten an organization and provides a framework for building resilience and the capability for an effective response which safeguards the interests of its key stake holders, reputation, brand and value creating activities...
The Fiction behind IT Security ConfidenceSolarWinds
David Monahan Director of Security and Risk Management for Enterprise Management Associates (EMA) reviewed results from research performed about IT security. This research includes data from over 600 IT practitioners and managers in mid-size enterprise companies from the United States, United Kingdom, and Germany.
The research shows:
1. How secure companies believe they are
2. Why that sense of security might be misplaced
3. The difference in perception about security posture between management and practitioners
4. What IT professionals think they need to do to improve security
5. How best practices fit in to the IT security strategy
CBIZ MHM Special Report: THE EMERGING FRONTIERS OF RISK MANAGEMENT - TODAY’S ...CBIZ, Inc.
How well prepared is your company for the risks, expectations, and stresses on internal controls that lie ahead?
This report will help you understand how your company compares with others and what steps you can take now to improve the way you manage risks.
For more information visit http://www.cbiz.com/ras/
Project, Program & Portofolio Management Contribution, an Article from the PM...rahmatmoelyana
In this article I present the investment landscape in some industries, the statistif of failures, the governance & management objectives: value maximization, risk & resource optimisation, the seven enabler of success, lets do the right things and do things right
Accenture 2015 Global Structural Reform Studyaccenture
Accenture’s 2015 Global Structural Reform Study – based on a survey of 131 banking, insurance and capital markets institutions across regions – confirms that, while institutions are investing in their response to Global Structural Reform (GSR), their plans still appear focused on meeting regulatory demands alone, rather than accounting for the more strategic implications of structural reform.
Highlights from the study's conclusions include:
- GSR is re-writing the financial services landscape
- Investment is clear, but strategy less so
- Three suggested principles for unlocking the potential of GSR
Download the report and visit https://www.accenture.com/accenture-2015-global-structural-reform-study.aspx to learn more.
Soft skills - the key to [project] successUNSW Canberra
This presentation takes the case of project management to make the argument that soft skills are the key to success. Reference is made to the IPMA ICB4.0 competency frameweork
CBIZ MHM Special Report: THE EMERGING FRONTIERS OF RISK MANAGEMENT - TODAY’S ...CBIZ, Inc.
How well prepared is your company for the risks, expectations, and stresses on internal controls that lie ahead?
This report will help you understand how your company compares with others and what steps you can take now to improve the way you manage risks.
For more information visit http://www.cbiz.com/ras/
Project, Program & Portofolio Management Contribution, an Article from the PM...rahmatmoelyana
In this article I present the investment landscape in some industries, the statistif of failures, the governance & management objectives: value maximization, risk & resource optimisation, the seven enabler of success, lets do the right things and do things right
Accenture 2015 Global Structural Reform Studyaccenture
Accenture’s 2015 Global Structural Reform Study – based on a survey of 131 banking, insurance and capital markets institutions across regions – confirms that, while institutions are investing in their response to Global Structural Reform (GSR), their plans still appear focused on meeting regulatory demands alone, rather than accounting for the more strategic implications of structural reform.
Highlights from the study's conclusions include:
- GSR is re-writing the financial services landscape
- Investment is clear, but strategy less so
- Three suggested principles for unlocking the potential of GSR
Download the report and visit https://www.accenture.com/accenture-2015-global-structural-reform-study.aspx to learn more.
Soft skills - the key to [project] successUNSW Canberra
This presentation takes the case of project management to make the argument that soft skills are the key to success. Reference is made to the IPMA ICB4.0 competency frameweork
Top Management Support - Mantra or Necessity?UNSW Canberra
This research provides evidence that top management support is the most important critical success factor for project success and is not simply one of many factors. There are implications for practice because it appears that the conventional project management and technical advice has less impact on project success than previously thought. Boards and top managers may have to personally accept that they have more influence on whether a project succeeds or fails.
An estimate of the value of IT Project Governance based on the best available research data. The suggestion is that between performance can be improved by 4-8 times which is the equivalent to 1-3% of GDP at a national level.
See my blog for commentary
http://www.e8consulting.com/blog/practiceareas/projectgovernance/boardroom-readiness-for-business-project-governance?preview=true&preview_id=307&preview_nonce=666c7f0fa3
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
1. Preparing for the governance backlash Presented by: Dr Raymond Young [email_address]
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8. The value of Project Governance Current Performance (68% under) Reduce cost 36.6m 47.6m 86m-124m Improve customer service Increase revenue OK Some No Fail ROI 30% OK Some Fail ROI 135% Better Performance (43% under)
9. What is governance? The real role of the board is to ask the right questions More strategic value has been destroyed in the past five years as a result of strategic mismanagement and poor execution… than was lost in all of the recent compliance scandals combined Booz Allen 2004 In 2003: Fraud cost companies over $300 billion but performance failures cost companies over $3 trillion CEO of Bain & Co To ensure management is focussed on above average returns taking account of risk (Hilmer) #1 Performance #2 Conformance ValIT Accounting Sarbox, ASX COBIT
10. Governance Evaluate Direct & Monitor The right questions HB280, AS8016 Investment: benefits or terminate? Strategy/capability: how much change is required? Investment & Strategy: Benefits / alignment? Responsibility: Project Sponsor? Performance & Behaviour: measures and motivation? 67%->40% 40% 5-23% 33-67% 0-13% ITIL, COBIT Projects PMBOK, PRINCE2, etc Conformance & Behaviour: culture for issues to be raised? ??% Business processes ICT Operations Support Changed Business Processes Changed ICT Operations Initiate
I was warned by Keith (today’s last speaker) that Bill would blow my mind with all his graphs. What impressed me the most was … My job is not so much to impress, but to provide a sober word. I was asked to provide a brief history of governance to explain how we got to the situation we’re in today and suggest how we could respond. Before I start, a brief word about e8 Consulting because you’ve probably not heard of us until today. We’re a sister company of The Frame Group which has been a strong supporter of ISACA over the years. e8 provides business advice at the board level and I lead the project governance practice.
You may have noticed some of these words on the flyer to today’s summit. They’re the same words from a corporate governance conference to be held in Toronto later this year. The key point is that we’re all working frantically to make sure we survive this crisis, but it won’t be long before some very tough questions will be asked, and it won’t be just the financial sector that that gets unwelcome attention. We’ve all spent a huge amount on governance over this past decade. Why didn’t it stop the crisis or minimise the fallout?
Let’s have a look at how corporate governance developed. Our modern ideas of corporate governance followed the spectacular period of economic growth and the equally spectacular corporate collapses in the 1980’s. This was the period Gordon Gecko proclaimed “Greed is Good” and Junk Bonds and easy finance lead to a string of massive corporate takeovers. The symbol on the page is supposed to represent a pendulum. Rothwells (1986), Elders (1986), Bond (1987), Tricontinental (1989), Pyramid Building Society (1990), Quintex (1990) State Bank of VIC (1991), State Bank of SA (1992), AWA (1992)
Management of large-scale expenditures is a fiduciary duty requiring careful oversight. However a Deloitte survey of boardroom directors revealed oversight of IT projects was either “blind” (29% with inadequate information) or non-existent (16%) [i] . They warned in 2007 that the results were “tantamount to negligence” and the AICD have long reported statistics suggesting the problem is more widespread [ii ] (Figure 1). My own research suggests that as many as two out of three projects fail to deliver the expected benefits [iii ] . Increased scrutiny could reveal the real failure rate. However what might be worse in the current financial environment is to have two out of three strategic initiatives fail to increase revenue, enhance customer service or reduce cost and threaten survival. [i] What the Board Needs to Know About IT: Phase II Findings (Deloitte, 2007), http://www.deloitte.com/dtt/article/0,1002,sid=36692&cid=151800,00.html [ii] D. Lovalla and D. Kahneman, “Delusions of success: how optimism undermines executive's decisions, Harvard Business Review,” Harvard Business Review July (2003): 58 [iii] R. Young, “What is the ROI for IT Project Governance? Establishing a benchmark.,” in 2006 IT Governance International Conference (Auckland, New Zealand, 2006)
Management of large-scale expenditures is a fiduciary duty requiring careful oversight. However a Deloitte survey of boardroom directors revealed oversight of IT projects was either “blind” (29% with inadequate information) or non-existent (16%) [i] . They warned in 2007 that the results were “tantamount to negligence” and the AICD have long reported statistics suggesting the problem is more widespread [ii ] (Figure 1). My own research suggests that as many as two out of three projects fail to deliver the expected benefits [iii ] . Increased scrutiny could reveal the real failure rate. However what might be worse in the current financial environment is to have two out of three strategic initiatives fail to increase revenue, enhance customer service or reduce cost and threaten survival. [i] What the Board Needs to Know About IT: Phase II Findings (Deloitte, 2007), http://www.deloitte.com/dtt/article/0,1002,sid=36692&cid=151800,00.html [ii] D. Lovalla and D. Kahneman, “Delusions of success: how optimism undermines executive's decisions, Harvard Business Review,” Harvard Business Review July (2003): 58 [iii] R. Young, “What is the ROI for IT Project Governance? Establishing a benchmark.,” in 2006 IT Governance International Conference (Auckland, New Zealand, 2006)
NO ONE wants to hear anymore about the latest set of new rules that directors have to comply with. Gilding the Lily – Sydney University Accounting Professors are questioning Accounting Standards .. Yeah but what else… $1B was spent on Sarbanes-Oxley compliance in 2006(?)
To survive, thrive and also to minimise the governance backlash, the first step must be to get the right information needed to govern effectively. The board bears the responsibility to set clear guidelines and expectations about the kinds of information they want to see filter up. What benefits are being targeted? [how is this consistent with our strategic priorities?] Do we have the organisational capacity to realise these benefits and what other risks are involved? How will we measure success? Do we have the right person driving the change? Are there any warning signs that the project is going off track? Are the benefits being realised? These questions seem simple but none of the directors I have spoken to had an effective process to terminate failing projects. Benefits are usually quantified (66%), but they are often overstated (27%) [i] , change is not always considered (40%) [ii] , individuals are not held accountable (5-23%) and few organisations track benefits through to realisation (10%) [iii] . Organisations do not focus on the true determinants of success. [i] Chad Lin, Graham Pervan, and Donald McDermid, “IS/IT investment evaluation and benefits realization issues in Australia,” Journal of Research and Practice in Information Technology 37, no. 3 (2005): 235-251 [ii] KPMG, “Global IT Project Management Survey: How committed are you?,” 2005, http://www.kpmg.com.au/Portals/0/irmprm-global-it-pm-survey2005.pdf [iii] John Thorp, “Unlocking Value - Delivering on the Promise of Information Technology,” in Delivering Value , 2008, http://www.isaca.org.au/modules.php?op=modload&name=News&file=article&sid=28