Unified Governance Brian G Edmondson MIRM CEO netSurity.
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Transcript of Unified Governance Brian G Edmondson MIRM CEO netSurity.
Unified Governance - Goals
RISK! LEGISLATION!SECURITY! REGULATION!STANDARDS
• Engage governance in a cohesive way• Create visibility (dashboard), for stakeholders and
managers• Underpinned by
– Empowered Structure (responsibility with ability).– Accurate, timely and consistent process.
The Board
ChairmanCEO
FDComp. Sec COO HR R&D IT S&M Non Exec.
Fin Ops HR R&D IT S.M.
Typical OrganisationOPPORTUNITIES
MergersAcquisitionsDisposals
New Customers
New Investors
New suppliers
New products
EXTERNAL CHANGES
Environmental & Geographical
Competition
Political Changes
Regulatory Changes
Rival products
ASSETS
CashReserves
Customers
Staff
Suppliers
IntellectualPropertyProperty
Equipment
Share value
Reputation
START WITH AN ORGANISATION
STAKEHOLDERS
PrivateInvestors
InstitutionalInvestors
PensionsCustomers
Regulators
The Board
ChairmanCEO
FDComp. Sec COO HR R&D IT S&M Non Exec.
Fin Ops HR R&D IT S.M.
Typical OrganisationOPPORTUNITIES
MergersAcquisitionsDisposals
New Customers
New Investors
New suppliers
New products
EXTERNAL CHANGES
Environmental & Geographical
Competition
Political Changes
Regulatory Changes
Rival products
ASSETS
CashReserves
Customers
Staff
Suppliers
IntellectualPropertyProperty
Equipment
Share value
Reputation
STAKEHOLDERS
PrivateInvestors
InstitutionalInvestors
PensionsCustomers
Regulators
REGULATION!
What is the impact of
Regulatory Compliance?
FSA, Sarbanes-Oxley, Basel II, Utility
Companies, Telco. operating licenses,
Pharmaceuticals, Sock Markets
Heavy Fines, Loss of operating license
H&S, Companies
Act, Employment
law, Customs, Revenue, PAYE, EU
laws, Consumer
lawsHeavy Fines,
Jail
The Board
ChairmanCEO
FDComp. Sec COO HR R&D IT S&M Non Exec.
Fin Ops HR R&D IT S.M.
Typical Organisation
REGULATION!
OPPORTUNITIESMergersAcquisitionsDisposals
New Customers
New Investors
New suppliers
New products
EXTERNAL CHANGES
Environmental & Geographical
Competition
Political Changes
Regulatory Changes
Rival products
ASSETS
CashReserves
Customers
Staff
Suppliers
IntellectualPropertyProperty
Equipment
Share value
Reputation
STAKEHOLDERS
PrivateInvestors
InstitutionalInvestors
PensionsCustomers
Regulators
What is the impact of
Legislation?LEGISLATION!
STANDARDS
The Board
ChairmanCEO
FDComp. Sec COO HR R&D IT S&M Non Exec.
Fin Ops HR R&D IT S.M.
Typical Organisation
REGULATION!
OPPORTUNITIESMergersAcquisitionsDisposals
New Customers
New Investors
New suppliers
New products
EXTERNAL CHANGES
Environmental & Geographical
Competition
Political Changes
Regulatory Changes
Rival products
ASSETS
CashReserves
Customers
Staff
Suppliers
IntellectualPropertyProperty
Equipment
Share value
Reputation
STAKEHOLDERS
PrivateInvestors
InstitutionalInvestors
PensionsCustomers
Regulators
What is the impact of
Standards?LEGISLATION!
Quality, Security,
Accounting, HR, industry best practice,
Risk managementLess profit,
higher costs
STANDARDS
The Board
ChairmanCEO
FDComp. Sec COO HR R&D IT S&M Non Exec.
Fin Ops HR R&D IT S.M.
Typical Organisation
REGULATION!
OPPORTUNITIESMergersAcquisitionsDisposals
New Customers
New Investors
New suppliers
New products
EXTERNAL CHANGES
Environmental & Geographical
Competition
Political Changes
Regulatory Changes
Rival products
ASSETS
CashReserves
Customers
Staff
Suppliers
IntellectualPropertyProperty
Equipment
Share value
Reputation
STAKEHOLDERS
PrivateInvestors
InstitutionalInvestors
PensionsCustomers
Regulators
What is the impact of Risk?
LEGISLATION!
RISK
RISK
RISK
RISK
STANDARDS
The Board
ChairmanCEO
FDComp. Sec COO HR R&D IT S&M Non Exec.
Fin Ops HR R&D IT S.M.
Typical Organisation
REGULATION!
OPPORTUNITIESMergersAcquisitionsDisposals
New Customers
New Investors
New suppliers
New products
EXTERNAL CHANGES
Environmental & Geographical
Competition
Political Changes
Regulatory Changes
Rival products
ASSETS
CashReserves
Customers
Staff
Suppliers
IntellectualPropertyProperty
Equipment
Share value
Reputation
STAKEHOLDERS
PrivateInvestors
InstitutionalInvestors
PensionsCustomers
Regulators
Point Solutions deployed!
LEGISLATION!
RISK
RISK
RISK
RISK
Why do organisations still survive?
• Point solutions work.• Diligent staff don’t wait for formal process.• Large organisations able to absorb
impacts.• Can ‘throw’ money at the problem.• Generally good at business they do.
Is survival good enough for your
organisation’s future?• Point solutions are expensive difficult to maintain.
• Uncontrolled, irregular data sources may compromise company integrity.
• Why absorb impacts when you can avoid them.• Why continue to ‘throw’ money at problems
you can solve more effectively?• If you don’t improve, you can be sure your
competitors will.
5 Steps to Unified Governance1. Recognise the problem exists.
2. Assess the scale and scope of the problem.
3. Put in place structure to manage it.4. Deploy tools and integrate solutions5. Make information visible to those who
need it. (Concise, accurate, up to date)
STANDARDS
The Board
ChairmanCEO
FDComp. Sec COO HR R&D IT S&M Non Exec.
Fin Ops HR R&D IT S.M.
Typical Organisation
REGULATION!
OPPORTUNITIESMergersAcquisitionsDisposals
New Customers
New Investors
New suppliers
New products
EXTERNAL CHANGES
Environmental & Geographical
Competition
Political Changes
Regulatory Changes
Rival products
ASSETS
CashReserves
Customers
Staff
Suppliers
IntellectualPropertyProperty
Equipment
Share value
Reputation
STAKEHOLDERS
PrivateInvestors
InstitutionalInvestors
PensionsCustomers
Regulators
Unified Governance
SolutionLEGISLATION!
RISK
RISKRISK
RIS
K