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www.alinegrc.com

Aline's powerful Risk and Performance Management solutions are designed to meet corporations' increasing demands for transparency and oversight. The company's solutions align processes, people, and systems with strategies, risks and goals to bring unparalleled enterprise visibility to an organization.

FFIEC

Remote Deposit Capture (RDC), a deposit transaction delivery system, allows a financial institution to receive digital information from deposit documents captured at remote locations.

www.alinegrc.com

Since 1995, AlineTMhas helped corporations build powerful GRC solutions to better manage risk and performance across the enterprise. Success has come from bringing together a unique blend of outstanding people, technologies, and ideas.

Aline ERM

The events of 2008 have become a wake-up call that has turned the topic of "enterprise risk" into a real-world crisis affecting every organization These concerns center around today's increased need for Boards and C-Level executives to do a better job of managing risk. What is needed is a solution that provides real time visibility into how and how well risks are mitigated and the ability to gain insight to aid in decision making. That solution is Aline ERM.

www.efortresses.com

Outake: This document is intended to assist members of the Financial Institution Shared Assessments Program and others in using the Agreed Upon Procedures and understanding how they relate to industry regulations, as well as to deepen their understanding of the program.

Graham Higgins, Director of Consulting Services, Ergo

Abstract: Many organisations have either implemented or are planning to implement an operational performance management process to help them improve internal processes and resulting business returns. Yet so many fail to deliver predictable and sustained improvements to their key performance indicators (KPIs) despite the efforts invested in embedding performance improvement processes within their business units.

www.ergogroup.co.uk

Martin Boyd, Principal Consultant, Ergo

Abstract: Benefits realisation is becoming an increasingly used phrase and a hot topic within the world of Programme and Change Management. The reason behind this trend is simple: failure to deliver programmes and projects is now less common than the failure to realise any benefit from their implementation.

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Report Description: The two fundamental purposes of this report are first, to identify the strategies, high-level tactics, internal capabilities and frameworks, technologies, and services that top performing companies are employing to realize substantial business benefits from their Enterprise Risk Management (ERM) programs. Secondly, to provide a roadmap of actionable analysis and recommendations that both companies planning to develop an ERM program for the first time, and companies seeking to augment and optimize an existing initiative can leverage to improve their performance in assessing and managing risks strategically across the enterprise.

www_aberdeen_com

The two fundamental purposes of this report are first, to identify the strategies, high-level tactics, internal capabilities and frameworks, technologies, and services that top performing companies are employing to realize substantial business benefits from their Enterprise Risk Management (ERM) programs. Secondly, to provide a roadmap of actionable analysis and recommendations that both companies planning to develop an ERM program for the first time, and companies seeking to augment and optimize an existing initiative can leverage to improve their performance in assessing and managing risks strategically across the enterprise.

corpintegrity

Published: Jan 09 - Organizations are in an ongoing eff ort to achieve sustainability, consistency, transparency, accountability, and effi ciency across risk and compliance initiatives. The fact of the matter is: organizations need complete visibility into the portfolio of risks spread across distributed and complex business processes and relationships.

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By Stephen Walker

Organizations have been aggressively discussing “aligning IT to business” as a key strategy since the inception of the Information Technology (IT) department. The frequency and urgency of these discussions has increased significantly as heightened competition across a globalized economy has shifted the speed of business into overdrive. In addition to achieving and consistently providing documentary evidence of compliance with a growing number of regulatory mandates while attempting to manage the increasing scope and complexity of risks (from outside attack to insider abuse and everything in-between), IT departments are under greater pressure than ever to respond to business demands in tighter time-frames.

www.ergogroup.co.uk

By Bill Knight, Director, Ergo

Organisations accept unrelenting change as a key feature of today's business environment and consequently view effective business change management as a core competence. Leaders and managers at all levels of the organisation, from the boardroom to front line operations, strive to realise the benefits of change without undermining current business performance or introducing unacceptable risk. Decision making in complex, uncertain environments requires wide engagement, high levels of awareness and active participation, yet the process invokes anxiety and dysfunction as teams struggle to understand the full impact of their actions.

www.ergogroup.co.uk

Large organisations manage numerous strategic change programmes and tactical initiatives in parallel. As a result it can prove difficult to maintain visibility of the combined impact of the proposed changes, the potential risks involved and where the effects will be felt.

www.ergogroup.co.uk

By Martin Boyd, Principal Consultant, Ergo

Abstract: The ability to change is a fundamental requirement for all organisations, no matter what industry sector. Managers are required to spend an increasing amount of time trying to deliver change whilst continuing to manage the ‘day job' of delivering improved performance. However these should not be seen as conflicting or competing activities - rather that business change is an essential part of managing performance.

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