Strategic Business Continuity Management
|
|
- Beverly Goodwin
- 6 years ago
- Views:
Transcription
1 Strategic Business Continuity Management Steven J. Ross Deloitte & Touche New York Prospering in the Secure Economy Leading organizations must confront the new realities of today s uncertain economy The emerging regulatory environment and new standards are shaping industry s vision of acceptable recoverability The business case for recoverability investments must become strategic in order to move beyond the cost impact Prospering in the secure economy requires better risk management, improved response, integrated strategy, and extended supply chain protection Government is a source of information and best practices for industry Protecting and even creating greater shareholder value demands a strategic, proactive approach at the CEO leadership level Prosperity Security/ Availability 2 High Level Indicators World Economic Forum Annual Meeting Survey By a ratio of more than two-to-one, members believe the next generation is more likely to live in a prosperous (59%) rather than safe (27%) world Members tend to believe the outlook for their personal security looks better now (65% assign positive ratings) than it will in 10 years time (only 41% assign positive ratings) A majority of members believe 40% or more of their company s market capitalization is represented by brand/reputation Conclusion: Perception and resulting risk to shareholder value is a greater economic threat than loss of specific assets 3 1
2 Five Strategic Realities for the Future Rapid Change The global business climate has been nothing if not tumultuous in recent years. New Regulatory requirements Organizations are confronting a host of new security requirements. Heightened threats and greater uncertainty Organizations remain unclear about what kinds of threats warrant the greatest concern Complex and interdependent risks Interdependent supply chains put organizations at greater risk due to the multiple partners and handoffs involved in production and distribution. Globalization and the 24/7 news cycle Organizations now have only minutes not hours or days to respond proactively to an incident before risking possible damage to their reputation. 4 The Evolution of Business Continuity Disaster Recovery (DR) Business Continuity Planning Business Continuity Management Organizational Focus on Risk Mitigation DR hit the corporate agenda in the mid 80s as businesses began to increasingly rely on mainframe computers The enthusiasm for The terrorist attacks of the DR started to wane early to mid 90s made firms as it became realize that DR did not evident that a more effectively mitigate risks. BC proactive approach evolved as a result. to risk mitigation was required 9/11 Tokyo Subway Attack Oklahoma Bombing With the technology boom and roaring economy of the late 90s, BC, although a standard business practice, was given little attention WTC Bombing Bishopsgate Bombing Tower Group estimates that the North American Security Industry spend on Business Resiliency will increase to over $1 billion in 2003 from $633 million in /11 highlighted that risk mitigation plans had to protect against events previously considered unimaginable. Combined with a struggling economy, BC had to evolve Late 80s Early 90s Mid 90s Late 90s Early 00s Mid 00s Preparations for crises have evolved from disaster recovery and business continuity planning into a more comprehensive approach called Business Continuity Management. 5 Management Perspectives Disaster Recovery Plan I have a data center, I might need a data center Business Continuity Plan I do business in one place, I might have to it somewhere else Business Continuity Management I do business in one place, AND I have to it somewhere else, too The recognition of the inevitability of disruption makes business continuity a strategic concern 6 2
3
4 10 Madrid Bombing
5
6 Northeast Blackout 16 Hackers Northeast Blackout 17 Chicago Fire Hackers Northeast Blackout 18 6
7 Civil Disturbance Chicago Fire Hackers Northeast Blackout 19 Computer Viruses Civil Disturbance Chicago Fire Hackers Northeast Blackout 20 Floods Computer Viruses Civil Disturbance Chicago Fire Hackers Northeast Blackout 21 7
8 Tsunami Floods Computer Viruses Civil Disturbance Chicago Fire Hackers Northeast Blackout 22 Earthquake Tsunami Floods Computer Viruses Civil Disturbance Chicago Fire Hackers Northeast Blackout 23 Earthquake Hurricanes Tsunami Floods Computer Viruses Civil Disturbance Chicago Fire Hackers Northeast Blackout 24 8
9 Tsunami Earthquake Hurricanes Tornado Floods Computer Viruses Civil Disturbance Chicago Fire Hackers Northeast Blackout 25 Tsunami Earthquake Hurricanes Tornado Floods Computer Viruses Civil Disturbance Chicago Fire Hackers Mudslide Northeast Blackout 26 Recognizing the Business Exposure Sales & Marketing Inventory Orders Supply Chain Purchasing Cash Management Manufacturing Human Resources Accounting/ Reporting Payroll A typical business contains a number of distinct but interacting processes 27 9
10 Recognizing the Business Exposure Sales & Marketing Inventory Orders Supply Chain Purchasing Cash Management Manufacturing Human Resources Accounting/ Reporting Payroll A typical business contains a number of distinct but interacting processes 28 Recognizing the Business Exposure Sales & Marketing Inventory Orders Supply Chain Purchasing Cash Management Manufacturing Human Resources Accounting/ Reporting Payroll With varying tolerances for interruption (RTO). 29 Recognizing the Business Exposure Orders Supply Chain Manufacturing When each process entailed a separate application set, they could be recovered over time
11 Recognizing the Business Exposure Inventory Orders Supply Chain Purchasing Manufacturing When each process entailed a separate application set, they could be recovered over time. 31 Recognizing the Business Exposure Sales & Marketing Inventory Orders Supply Chain Purchasing Manufacturing Human Resources When each process entailed a separate application set, they could be recovered over time. 32 Recognizing the Business Exposure Sales & Marketing Inventory Orders Supply Chain Purchasing Cash Management Manufacturing Human Resources Accounting/ Reporting Payroll When each process entailed a separate application set, they could be recovered over time
12 Recognizing the Business Exposure Sales & Marketing Inventory Orders Supply Chain Purchasing Cash Management Manufacturing Human Resources Accounting/ Reporting Payroll But ERP systems have integrated all (or at least many) applications into one application 34 Recognizing the Business Exposure Sales & Marketing Inventory Orders Supply Chain Purchasing Cash Management Manufacturing Human Resources Accounting/ Reporting Payroll And therefore the most critical process dictates the recoverability requirement for all. 35 Thinking Strategically What business are we in? Who are our competitors? How do we make money? How do we approach the market? How much risk can we afford? How much cost can we afford to reduce the risk? What do our regulators want? 36 12
13 Thinking Strategically about BCM What business are we in? Can we stay in that business if we fail to serve our customers? Are we part of the critical infrastructure? Are we a merger target? Is our industry growing? Are we growing? How deep are our capital reserves? 37 Thinking Strategically about BCM What business are we in? Who are our competitors? Can they promise a higher level of availability? Would they take market share if we could not produce? Would they increase their visibility with our key customers? Are we ahead of or behind industry norms? 38 Thinking Strategically about BCM What business are we in? Who are our competitors? How do we make money? How leveraged are we? How long can we sustain interrupted cash flow? What are the choke points in our ability to realize revenues? Do we have alternatives? Can we re-capture lost sales when we recover? What responsibility do we have to our customers? 39 13
14 Thinking Strategically about BCM What business are we in? Who are our competitors? How do we make money? How do we approach the market? Do we sell to consumers or other businesses? Do we sell on the Internet? Do our customers come to us or do we reach out to them? Do we sell through intermediaries who depend on us for products? 40 Thinking Strategically about BCM What business are we in? Who are our competitors? How do we make money? How do we approach the market? How much risk can we afford? Have we experienced losses? Are we in a target business or location? Will better controls mitigate our risk? Have our auditors or the Board expressed concern? What does insurance cover? 41 Thinking Strategically about BCM What business are we in? Who are our competitors? How do we make money? How do we approach the market? How much risk can we afford? How much cost can we afford to reduce the risk? How much can we accomplish with limited expenditure? Can we leverage existing assets? Can we accomplish availability goals with business as usual solutions? Is there a current ROI on our investment in availability? 42 14
15 Thinking Strategically about BCM What business are we in? Who are our competitors? How do we make money? How do we approach the market? How much risk can we afford? How much cost can we afford to reduce the risk? What do our regulators want? Is improved availability a necessary cost of doing business? How much criticism can we absorb? Have we been cooperative with the regulators in the past? Whose job is at risk? 43 The Strategic Imperatives Recovery 44 The Strategic Imperatives Recovery Resilience 45 15
16 The Strategic Imperatives Recovery Resilience Compliance 46 The Strategic Imperatives Recovery Compliance Resilience Preservation 47 The Strategic Imperatives Recovery Compliance Resilience Preservation Response 48 16
17 The Strategic Imperatives Recovery Compliance Response Resilience Preservation Anticipation 49 The Strategic Imperatives Recovery Compliance Response Resilience Preservation Anticipation Trust 50 The Strategic Imperatives Recovery Compliance Response Trust Resilience Preservation Anticipation Validation 51 17
18 The Strategic Imperatives Recovery Compliance Response Trust Resilience Preservation Anticipation Validation Operations 52 The Strategic Imperatives Recovery Compliance Response Trust Operations Resilience Preservation Anticipation Validation The business, itself 53 Tactical vs. Strategic Business Continuity Planning has historically been tactical Establishing alternative resources Deploying personnel after a disaster To make Business Continuity Management more strategic, it is necessary to think beyond the hot site Re-thinking the way a company does business Incorporating recoverability into business as usual (BAU) Accepting disruption as a condition of doing business, without accepting that disruptions must cause an interruption in service Incorporating resilience into cost models 54 18
19 Beyond the Hot Site Re-deployment Deconstructing the enterprise so that no critical activity can be halted by a regional outage May be active-active or mirrored staffs Entails significant shifts in technology Requires shared databases and transaction flows Highly resilient networks are essential Triage and backlog become major issues 55 Beyond the Hot Site Active - Active Transactions Function A Function A Data Mirror Staffs Transactions Transactions Function A Function B Data 56 Beyond the Hot Site Contingent Outsourcing Relying on a third party during an emergency Requires extensive training and recurrent testing Optimum solution is to outsource some positions/functions on a permanent basis Involves recovery staff in routine operations Core of the recovery capability Mitigates turnover in normal times 57 19
20 Beyond the Hot Site Large Scale Data Replication Extending high availability beyond critical data and applications to all, or most, of the enterprise database Assumes that the complexity of integrated businesses makes it impossible to disentangle critical and non-critical data Huge costs in storage and networks can be mitigated by more intelligent design 58 Beyond the Hot Site Supply Chain Redundancy Dual sources of required resources Balance of effectiveness Multiple suppliers Single supplier with guaranteed redundancy (telco, power) Consideration not only of materials but data and tools as well 59 Accepting Ownership A strategic view of Business Continuity Management engages senior management and the Board of Directors Surely as valid a concern as share price and financial statements Reflects the regulatory viewpoint In the integrated, Internet era, resilience equals market share 60 20
21 Resilience = Market Share 61 Resilience = Market Share 62 Resilience = Market Share 63 21
22 Resilience = Market Share 64 Resilience = Market Share 65 Resilience = Market Share 66 22
23 Resilience = Market Share 67 Strategic Business Continuity Management Recoverability + BAU = Resilience Business Continuity Management is so much more than developing a continuity plan It must comprehend a much broader, proactive view of recoverability, availability and resilience Effective Business Continuity Management must be a way of thinking about businesses and providing solutions on an organizational basis address the need for the business to continue and grow under routine circumstances, not just recover from a disaster 68 Steven Ross stross@deloitte.com 69 23
Business Resilience: Proactive measures for forward-looking enterprises
IBM Global Services Business Resilience: Proactive measures for forward-looking enterprises protect deflect predict adapt Working with IBM, you can develop and implement a flexible business resilience
More informationAgenda. Enterprise Risk Management Defined. The Intersection of Enterprise-wide Risk Management (ERM) and Business Continuity Management (BCM)
The Intersection of Enterprise-wide Risk (ERM) and Business Continuity (BCM) Marc Dominus 2005 Protiviti Inc. EOE Agenda Terminology and Process Introductions ERM Process Overview BCM Process Overview
More information10 REASONS WHY YOU SHOULD INVEST IN RESILIENCY
10 REASONS WHY YOU SHOULD INVEST IN RESILIENCY 10 Reasons Why You Should Invest in Resiliency 1 Prevent Cargo and Inventory Loss Know where to invest in risk mitigation 6 Avoid Lost Sales Leverage network
More informationInside of a ring or out, ain t nothing wrong with going down. It s staying down that s wrong. Muhammad Ali
MANAGING OPERATIONAL RISK IN THE 21 ST CENTURY White Paper Series Inside of a ring or out, ain t nothing wrong with going down. It s staying down that s wrong. Muhammad Ali 2 In today s competitive and
More informationA Vision of an ISO Compliant Company by Bruce Hawkins, MRG, Inc.
A Vision of an ISO 55000 Compliant Company by Bruce Hawkins, MRG, Inc. ISO 55000 refers to a series of three standards outlining the purpose, requirements, and implementation guidance for an Asset Management
More informationBusiness Continuity Planning and Disaster Recovery Planning
4 Business Continuity Planning and Disaster Recovery Planning Learning Objectives To understand the concept of Business Continuity Management; To understand the key phases and components of a Business
More informationRisk Advisory Services Developing your organisation s governance for competitive advantage
Advisory Services Developing your organisation s governance for competitive advantage The Deloitte Advisory Platform of Services can help you to govern your strategic plan to guide your operations measure
More informationRobotic Process Automation in Insurance. An ACORD/Capgemini Perspective
Robotic Process Automation in Insurance An ACORD/Capgemini Perspective A New Era in Insurance Insurers have been accustomed to the current market realities of relatively low premium growth, rising loss
More informationBENEFITS OF AN EFFECTIVE OUTSOURCING STRATEGY. March 1, 2017
BENEFITS OF AN EFFECTIVE OUTSOURCING STRATEGY March 1, 2017 RSM overview Fifth largest audit, tax and consulting firm in the U.S. Over $1.6 billion in revenue 80 cities and more than 8,000 employees in
More informationAn Enterprise Resource Planning Solution for Mill Products Companies
SAP Thought Leadership Paper Mill Products An Enterprise Resource Planning Solution for Mill Products Companies Driving Operational Excellence and Profitable Growth Table of Contents 4 What It Takes to
More informationTowards the Next Agricultural Policy Framework
Towards the Next Agricultural Policy Framework Calgary Statement JULY 22, 2016 Introduction State of the Sector Canada s agriculture, agri-food and agri-based products sector (hereafter referred to as
More informationA Guide to. Cogeneration. Plant Solutions. Plant Solutions A Guide to Cogeneration
A Guide to Cogeneration The Guide to Cogeneration Copyright 2014 Published by Fosdick & Hilmer All rights reserved. Except as permitted under U.S. Copyright Act of 1976, no part of this publication may
More informationExtended Enterprise Risk Management
Extended Enterprise Risk Management Driving performance through the extended enterprise October 2015 A network within a network The Extended Enterprise is the concept that an organization does not operate
More informationInternal audit insights High impact areas of focus
Internal audit insights High impact areas of focus Internal audit is widely, if not universally, viewed as a key pillar in effective governance with expectations of internal audit greater and more visible
More informationManaged IT Services. Eliminating technology pains in small businesses
Eliminating technology pains in small businesses Having a complete IT department is not a viable solution for most small businesses, and very few small companies can afford to deploy even one permanent
More information12.0 Business Continuity Management
Number 12.0 Policy Owner Information Security and Technology Policy Business Continuity Management Effective 01/01/2014 Last Revision 12/30/2013 Department of Innovation and Technology 12. Business Continuity
More informationINTELLIGENT DIGITAL AUTOMATION PLATFORM
A I INTELLIGENT DIGITAL AUTOMATION PLATFORM Gaining competitive advantage through digital transformation of your business processes Sponsored by 1 Introduction Today, every business faces the threat of
More informationManaged IT Services. Eliminating technology pains for small businesses
Eliminating technology pains for small businesses Having a complete IT department is not a viable solution for most small businesses, and very few small companies can afford to deploy even one permanent
More informationCompuCom Wireless Failover Solution. Continuous Business Connectivity
CompuCom Wireless Failover Solution Continuous Business Connectivity Customer Engagement In Retail 90% of the issues with land-line disruptions are in the last mile, so when your primary landline goes
More informationPlanning and design for smarter cities
IBM Software Government Planning and design for smarter cities 2 Planning and design for smarter cities Infusing intelligence into the way cities work The interconnected nature of people, resources and
More informationManaged IT Services. Eliminating technology pains for small businesses
Eliminating technology pains for small businesses Having a complete IT department is not a viable solution for most small businesses, and very few small companies can afford to deploy even one permanent
More informationLegal Firms and the Struggle to Protect Sensitive Data IT Disaster Recovery Planning and Preparedness Survey
Legal Firms and the Struggle to Protect Sensitive Data 2016 IT Disaster Recovery Planning and Preparedness Survey 1 Table of Contents Survey Objectives... 3 Survey Results... 4-10 Conclusion: Making Sense
More informationIntroducing ISO 22301
Introducing ISO 22301 1 2 Background How was the ISO22301 formed? Contributors 3 Context 4 Source documents included BS25999-2 NFPA 1600 ASIS OR standard Singapore standards ISO 27031 ISO Guide 73 ISOPAS22399
More informationManaged IT Services. Eliminating technology pains in small businesses
Eliminating technology pains in small businesses Having a complete IT department is not a viable solution for most small businesses, and very few small companies can afford to deploy even one permanent
More informationAn Overview of the AWS Cloud Adoption Framework
An Overview of the AWS Cloud Adoption Framework Version 2 February 2017 2017, Amazon Web Services, Inc. or its affiliates. All rights reserved. Notices This document is provided for informational purposes
More informationManaged IT Services. Eliminating technology pains for small businesses
Eliminating technology pains for small businesses Having a complete IT department is not a viable solution for most small businesses, and very few small companies can afford to deploy even one permanent
More informationGlobal Crises: What We Really Need to Do to Be Prepared. Day One / Session C5
Global Crises: What We Really Need to Do to Be Prepared Day One / Session C5 April 12, 2010 Clyde Berger Adam Chusid 0 Today s Objectives Present practical solutions for building a viable sustainable program
More information2008 BUSINESS RESILIENCY SURVEY RESULTS:
ijet/wp0010-06 2008 BUSINESS RESILIENCY SURVEY RESULTS: An Insider's Look at the Current State of Risk Management, Continuity and Resiliency in Multinational Organizations July 2008 ABOUT THE RESEARCH
More informationNavigating the Intersection of Vendor Management and Business Continuity
Navigating the Intersection of Vendor Management and Business Continuity MICHAEL BERMAN, J.D. Table of Contents Why are we here? Business Continuity and Vendor Management Primary Intersection BCP Each
More informationSTAFFING IS YOUR STAFFING FIRM RIPE FOR GROWTH?
STAFFING IS YOUR STAFFING FIRM RIPE FOR GROWTH? 11 Ways to Be Ready to Reach Your Growth Goals SALES TOOL SERIES STAFFING 11 Ways to Be Ready to Reach Your Growth Goals KEY TAKEAWAYS: Define a disciplined
More informationAMPLIFYING EMPLOYEE ENGAGEMENT & PRODUCTIVITY
AMPLIFYING EMPLOYEE ENGAGEMENT & PRODUCTIVITY Your guide to proven strategies that help energize your staff and build an engaged, productive workforce TM Amplifying Employee Engagement & Productivity 1
More informationBuilding and Maintaining a Business Continuity Program
Building and Maintaining a Business Continuity Program Successful strategies for financial institutions for effective preparation and recovery 1 Building and Maintaining a Business Continuity Program Table
More informationMy name is Sam Mulholland and I am the Managing Director of Standby Consulting.
Cyber Security Forum Presentation C.B (Sam) Mulholland Good Afternoon My name is Sam Mulholland and I am the Managing Director of Standby Consulting. Just a little bit about myself. I have worked in IT
More informationThe Cost of Tactical Project Management: And the Opportunity of Strategic Project Leadership
The Cost of Tactical Project Management: And the Opportunity of Strategic Project Leadership BRIEF Demands facing executive ranks are many: top- and bottom-line results, innovation, global supply chain,
More informationFrom its adoption as a discipline in the 1980s,
DISASTER RECOVERY From its adoption as a discipline in the 1980s, Disaster Recovery has come a long way. Since the publication of PAS 77 in 2006 (the precursor to BS25777 published in 2008), even its name
More informationHow can you improve your ability to identify, respond and adapt to significant operational interruptions?
How can you improve your ability to identify, respond and adapt to significant operational interruptions? Agenda I Introductions and objectives II Why is resilience important III Typical issues be aware
More informationINTELLECTUAL PROPERTY MANAGEMENT ENTERPRISE ESCROW BEST PRACTICES REPORT
INTELLECTUAL PROPERTY MANAGEMENT ENTERPRISE ESCROW BEST PRACTICES REPORT What is Mission Critical to You? Before you acquire mission-critical technology from a third-party software vendor, take a few minutes
More informationManaging reputation risk. Laura Toni, Deloitte Romania November 28, 2014
Managing reputation risk Laura Toni, Deloitte Romania November 28, 2014 Executive summary What is your company s reputation worth? According to a study by the World Economic Forum performed in 2012, on
More informationLeading financial institutions are transforming the way they manage IT risk
IBM Global Technology Services Thought Leadership White Paper July 2013 Leading financial institutions are transforming the way they manage IT risk Resiliency, security and agility are all being reconsidered
More informationOutsourcing transparency evolution
Outsourcing transparency evolution How information transparency creates value across the extended enterprise Outsourcing transparency evolution Transparent communication is evolving for outsource service
More informationBusiness Resilience They Cannot Do This Without You!
Business Resilience They Cannot Do This Without You! Maureen Roskoski, Facility Engineering Associates PC Laurie Gilmer, Facility Engineering Associates PC Meet Our Presenters: Maureen K. Roskoski, CFM,
More informationCommunications in the Cloud:
WHITEPAPER Communications in the Cloud: Why It Makes Sense for Today s Business MiCloud Unified communications delivered in the cloud can help businesses of all sizes address many collaboration and communications
More informationTransforming the power and utilities IT organization
Transforming the power and utilities IT organization Transforming the power and utilities IT organization Before the arrival of Uber, taxis were in control of the business model. They were, after all,
More informationMaking the business case for Cloud
Making the business case for Cloud August 27, 2014 Copyright 2014. Infor. All Rights Reserved. www.infor.com 1 Today s distinguished panel Teesee Murray RVP, CloudSuites Pam Murphy COO, Lead for Infor
More informationComprehensive Disaster Management Policy Framework for Trinidad and Tobago
Comprehensive Disaster Management Policy Framework for Trinidad and Tobago including Critical Facilities Protection Policy Framework Col. George Robinson (Ret d.), Chief Executive Officer, ODPM 1 Agenda
More informationThe Value- Driven CFO. kpmg.com
The Value- Driven CFO kpmg.com 2 Leading the Way in a Data-Driven Enterprise Several years of global uncertainty have made even the toughest executives flinch, and that s certainly true for chief financial
More informationIBM Sterling B2B Integrator
IBM Sterling B2B Integrator B2B integration software to help synchronize your extended business partner communities Highlights Enables connections to practically all of your business partners, regardless
More informationEnterprise Risk Management. Applying enterprise risk management to environmental, social and governance-related risks.
Enterprise Risk Management Applying enterprise risk management to environmental, social and governance-related Executive Summary PRELIMINARY DRAFT January 2018 This document was developed by the Committee
More informationHow Your Business Survival Depends On Disaster Recovery.
How Your Business Survival Depends On Disaster Recovery www.itgct.com 1 Business continuity and disaster recovery, known as BCDR or BC/DR, are essential for ensuring the survival of your business in the
More informationThe Time is Right for Optimum Reliability:
The Time is Right for Optimum Reliability: Capital-Intensive Industries and Asset Performance Management By Antonio Pietri, President and CEO, Aspen Technology, Inc. Executive Brief Asset Performance Management
More informationIntroduction. Context for Digital Transformation. Customer Experience
Introduction The last decade has seen a massive shift in our economy and we are starting to see entire industries disrupted and transformed. Business models that were stable for decades or centuries have
More informationThe Sector Skills Council for the Financial Services Industry. National Occupational Standards. Risk Management for the Financial Sector
The Sector Skills Council for the Financial Services Industry National Occupational Standards Risk Management for the Financial Sector Final version approved April 2009 IMPORTANT NOTES These National Occupational
More informationVisionary Leadership. Systems Perspective. Student-Centered Excellence
Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented
More informationIncident Management Systems:
Emergency Notification Incident Management Incident Management Systems: A Business Continuity Program Game-Changer Table of Contents Introduction Poised for Mainstream Adoption Marketplace Confusion Standardization
More informationWhat the most. successful. CEOs know SHAPE FINANCIAL PERFORMANCE
What the most successful CEOs know H O W I N T E R N A L C E O C O M M U N I C AT I O N S SHAPE FINANCIAL PERFORMANCE In today s pressure cooker of a business world, there s an under-used resource many
More informationConsiderations when Choosing a Managed IT Services Provider. ebook
Considerations when Choosing a Managed IT Services Provider ebook Contents Considering Managed Services?...3 Consideration 1: Depth...4 Consideration 2: Proactive...5 Consideration 3: Knowledge & Processes...6
More informationINFORMATION SERVICES FY 2018 FY 2020
INFORMATION SERVICES FY 2018 FY 2020 3-Year Strategic Plan Technology Roadmap Page 0 of 14 Table of Contents Strategic Plan Executive Summary... 2 Mission, Vision & Values... 3 Strategic Planning Process...
More informationSecuring Global Transportation Networks: A Total Security Management Approach
1 of 5 3/4/2007 9:10 AM Securing Global Transportation Networks: A Total Security Management Approach Posted: February 1, 2007 With the dangers of disruption so real, the best precaution is to defend the
More informationValue Chain Management: The Next Evolution of Supply Chain Management
2017 Midwest Supply Chain Management Conference Value Chain Management: The Next Evolution of Supply Chain Management David J. Frayer, Ph.D. Director, Executive Development Programs The Eli Broad College
More informationYour Workday Operating Model The Build Versus Buy Decision
Aon Hewitt Cloud Solutions Your Workday Operating Model The Build Versus Buy Decision Let experience guide you in determining the optimal mix of in house and external support when defining a sustainable
More informationProject Management 2020: Enabling Project Management Capabilities Outside of IT For information, contact Deloitte Touche Tohmatsu Limited.
Project Management 2020: Enabling Project Management Capabilities Outside of IT 2015. For information, contact Deloitte Touche Tohmatsu Limited. Kimberly Crayton Corley, PMP Associate Director Deloitte,
More information10/9/2013. How to Create an Effective Disaster Recovery Plan. Hurricane Ivan and the Clover Hill Foods Flood of 2004 PRESENTERS
How to Create an Effective Disaster Recovery Plan PRESENTERS Frank Kellander President, Berhorst & Crawford, Ltd. Tim Shipman, President, The Shipman Group, LLC John Long, Senior Vice President, Warehousing,
More informationMarket System Evaluation. June 2017
Market System Evaluation June 2017 How do we extend and protect MISO s value proposition? Execution of MISO s strategy is predicated on secure systems with the tools and information required to ensure
More informationVolatility: the new reality Synchronize your supply chain planning to capture value in a volatile world
Volatility: the new reality Synchronize your supply chain planning to capture value in a volatile world Your biggest customer wants an additional feature so you create it Material prices rise unexpectedly
More informationBeyond Cost Reduction
Beyond Cost Reduction Measuring How Procurement Creates Business Value By Alex Brown, Kyle Appell and Meghan Truchan Over the past decade, successful businesses have proactively developed strategies that
More informationAt the Heart of Connected Manufacturing
www.niit-tech.com At the Heart of Connected Manufacturing Transforming Manufacturing Operations to Drive Agility and Profitability The success of the new manufacturing network hinges on the agility of
More informationThe Application Gap in Manufacturing
The Application Gap in Manufacturing SURVEY REPORT 87% of manufacturers state it is a priority for them to guarantee application performance while 85% confirm it positively impacts their customer satisfaction
More informationISO Business Continuity Management. Your implementation guide
ISO 22301 Business Continuity Management Your implementation guide Build a robust and resilient organization with ISO 22301 It s never been more important to protect your business from the unexpected.
More informationThe Six Stages of a Crisis. Stage Five: Resolution
The Six Stages of a Crisis Stage Five: Resolution The Six Stages of a Crisis Stage Five: Resolution Executive Summary Two-way communication is critical throughout each stage of a crisis. During the resolution
More informationCore Values and Concepts
Core Values and Concepts These beliefs and behaviors are embedded in highperforming organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented
More informationShared Services in the Financial Services Industry: An Operating Model to Reach Strategic Goals
Shared Services in the Financial Services Industry: An Operating Model to Reach Strategic Goals Financial institutions have sought to enhance back- and middle office operations to deliver sustainable cost
More informationDriving Business Performance
Workforce Scheduling Driving Business Performance How Workforce Scheduling Optimization Aligns the Workforce with Business Demands for Customer Satisfaction and Success While many factors affect an organization
More informationBT and the Future of IT Security. Bruce Schneier Chief Security Technology Officer, BT BCSG. 27 February 2009
BT and the Future of IT Security Bruce Schneier Chief Security Technology Officer, BT BCSG 27 February 2009 The computer security industry is about to change. In the future, organizations will care both
More informationThe future enterprise. A transformation road map for the automotive organization
The future enterprise A transformation road map for the automotive organization The view The Fourth Industrial Revolution represents an existential threat to companies in every industry. Automotive incumbents
More informationMid-market technology trends: Leveraging disruption to drive value The Dbriefs Private Companies series Anthony Stephan, Principal, Deloitte
Mid-market technology trends: Leveraging disruption to drive value The Dbriefs Private Companies series Anthony Stephan, Principal, Deloitte Consulting LLP Chris Jackson, Senior Manager, Deloitte Consulting
More informationInventory Control Maturity Continuum
Inventory Control Maturity Continuum www.medicaltracking.com Introduction One of the unique attributes of the medical device industry is that product is typically consigned to hospitals, distributors,
More informationDynamic Simulation and Supply Chain Management
Dynamic Simulation and Supply Chain Management White Paper Abstract This paper briefly discusses how dynamic computer simulation can be applied within the field of supply chain management to diagnose problems
More informationData, Analytics and Your Audit
Data, Analytics and Your Audit What Financial Executives Need to Know By Roger O Donnell Partner, KPMG LLP Reprinted by permission from Financial Executive kpmg.com audit Perhaps no business trend has
More informationBuilding a Roadmap to Robust Identity and Access Management
Building a Roadmap to Robust Identity and Access Management Elevating IAM from Responsive to Proactive From cases involving private retailers to government agencies, instances of organizations failing
More informationTEN. The TOP. Managed IT Services. reasons for. AMA Networks presents the.
AMA Networks presents the The TOP TEN reasons for Managed IT Services AMA Networks, based in San Diego, has been helping small and medium sized businesses to manage their IT since 2008. The goal of our
More informationIs your phone system holding you back or helping you fly?
Is your phone system holding you back or helping you fly? See why your PBX is restricting your growth and how you can unleash your business's true potential Modern businesses need modern communications
More informationCashing in on order-to-cash Accelerating the deal s revenue growth potential
Cashing in on order-to-cash Accelerating the deal s revenue growth potential In pursuit of growth The value from most mergers centers on leveraging the combined scale and capabilities of two companies
More informationORACLE FINANCIAL ANALYTICS
ORACLE FINANCIAL ANALYTICS KEY FEATURES AND BENEFITS FOR BUSINESS USERS Receive intraperiod information on income statement, cash flow, and balance sheet condition without having to perform consolidations
More informationJULY 2015 [MICRO]GRIDS TODAY. Themes and Outcomes ONTARIO SMART GRID FORUM
JULY 2015 [MICRO]GRIDS TODAY Themes and Outcomes ONTARIO SMART GRID FORUM Foreword of the Ontario Smart Grid Forum The Ontario Smart Grid Forum ( the Forum ) includes member organizations from Ontario
More informationBusiness Resilience: Equipping the FM for Success
Business Resilience: Equipping the FM for Success CEUs & CFM Maintenance Points You are eligible to receive Continuing Education Units and Certified Facility Manager maintenance points for attending sessions
More informationINTRODUCTION. NOS Priorities Roadmap, p. 3
INTRODUCTION In the United States, almost 40 percent of the population lives in coastal shoreline counties. These counties contribute $6.6 trillion, or just under half of the country s gross domestic product,
More informationTable of Contents. Introduction: Leading & Sustainable Retailing NSLC Strategic Planning Approach... 2
F i v e - y e a r s t r a t e g i c p l a n 2 0 1 0 2 0 1 5 Table of Contents Introduction: Leading & Sustainable Retailing... 1 NSLC Strategic Planning Approach... 2 Key Trends as Drivers for Change...
More informationThe Future of Internal Auditing:
Internal Audit The Future of Internal Auditing: Changing Internal Audit s Value Proposition October 12, 2010 Istanbul, Turkey Presented by: Naman Parekh Partner, Agenda Background of the 2012 Study Key
More informationStrategic Meetings Management: Solutions and Consolidation Opportunities
About Egencia Meetings & Incentives Egencia Meetings & Incentives combines strategic meetings management expertise with fullservice meeting and incentive planning, all backed by an expert team of meetings
More informationGovernance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization
5 HR Business Partner and Centers of Expertise 6 Governance and decision rights HR Organization 4 The HR Chief Operating Officer 5 HR Business Partners and Centers of Expertise HR is at a turning point.
More informationBusiness Continuity Advice. Loss of premises
Loss of premises Consider the impact on your organisation if you are unable to use your premises for whatever reason. Maybe a fire, flood, or loss of electricity. Even an incident on the transport network
More informationBeginning a Business Sustainability Plan
Beginning a Business Sustainability Plan NYS Pollution Prevention Institute Anahita Williamson Director Michelle Butler Senior Engineer Trish Donohue Senior Engineer Sustainable Supply Chain & Technology,
More informationSecuring Capabilities in the Cloud: Security and Privacy in the Evolution of Cloud Computing
The Dbriefs Technology Executive series presents: Securing Capabilities in the Cloud: Security and Privacy in the Evolution of Cloud Computing Vikram Bhat and Irfan Saif, Deloitte & Touche LLP June 2,
More informationGlobal Talent Mobility: The 21 st Century Business Imperative
Global Talent Mobility: The 21 st Century Business Imperative Friday September 5 th, 2008 Session Objectives Global Talent Mobility: The 21 st Century Business Imperative > Understand the new demands and
More informationAdaptive Business Continuity Manifesto
Adaptive Business Continuity Manifesto Definition: Adaptive Business Continuity (Adaptive BC) is an approach to continuously improve an organization s recovery capabilities, with a focus on the continued
More informationTurn Your Business Vision into Reality with Microsoft Dynamics NAV
Turn Your Business Vision into Reality with Microsoft Dynamics NAV You have worked hard to build a vision for your business. With Microsoft Dynamics NAV, you can turn that vision into reality with a solution
More information