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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.

forrester

By Chris McClean, Forrester

Software applications for managing governance, risk, and compliance (GRC) continue to mature with impressive features and functions. Even more impressive are the organizational and strategic advancements companies are making by closely linking these three traditionally distinct functions;

forrester

By Chris McClean, Forrester

Software applications for managing governance, risk, and compliance (GRC) continue to mature with impressive features and functions. Even more impressive are the organizational and strategic advancements companies are making by closely linking these three traditionally distinct functions;

By Stephen Walker, Aberdeen Group

The steadily rising barrage of governmental, industry-specific, and internally imposed regulatory mandates, coupled with the potentially disastrous consequences to company image, brand value, and ultimately revenues that can result from a single instance of non-compliance,

By Stephen Walker, Aberdeen Group

The steadily rising barrage of governmental, industry-specific, and internally imposed regulatory mandates, coupled with the potentially disastrous consequences to company image, brand value, and ultimately revenues that can result from a single instance of non-compliance, are forcing organizations to both re-calibrate their internal processes and controls and invest in services and solutions that enable the transition from reactive, fragmented, and manually-intensive compliance activities towards a proactive, comprehensive, and automated continuous compliance framework.

By Stephen Walker, Aberdeen Group

The steadily rising barrage of governmental, industry-specific, and internally imposed regulatory mandates, coupled with the potentially disastrous consequences to company image, brand value, and ultimately revenues that can result from a single instance of non-compliance,

scce_code_of_ethicsSCCE Code of Ethics pdf

Compliance and ethics programs serve a critical role in helping to prevent and detect misconduct at and by organizations and to promote ethical business environments. The development and rigorous implementation of effective compliance and ethics programs protects investors, consumers, the business community and the public at large. Compliance and ethics professionals (CEPs) understand that the services we provide require the highest standards of professionalism, integrity and competence. Th e following Code of Ethics expresses the profession's recognition of its responsibilities to the general public, to employers and clients, and to the profession.

By Lee Dittmar
Principle, Deloitte Consulting LLP

Issue No. 6 in the Risk Intelligence Series

The responsibilities facing today's chief information officer (CIO) are more demanding than ever, and CIOs are increasingly aware that informaton technology (IT)-related problems can come at a staggering cost to their organization's bottom line and reputation.

By Lee Dittmar
Principle, Deloitte Consulting LLP

Issue No. 6 in the Risk Intelligence Series

The responsibilities facing today's chief information officer (CIO) are more demanding than ever, and CIOs are increasingly aware that informaton technology (IT)-related problems can come at a staggering cost to their organization's bottom line and reputation.

by ISACA

In May 2008, ISACA conducted a survey of members, managers and above to identify current business issues, supported by technology.

by ISACA

In May 2008, ISACA conducted a survey of members, managers and above to identify current business issues, supported by technology.

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