Articles
Tag: norman marks (page 5)
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The State of Information and Cyber Security
Similarly, an organization needs to be able to detect attacks, especially attacks using a new method, if it is to respond, limit the damage and harden its defenses. Few organizations can do all of this with only internal resources.
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When Your Organization's Reputation is at Risk
An organization’s reputation is critical to their success (in almost every case). A smart CEO and her board pay attention to the organization’s reputation and take care to nurture, protect and grow it. A new survey by Deloitte reinforces that obvious truth and states one other truth that should be
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Why Risk Management Technology Projects Fail
Too many organizations buy risk management solutions for today, without thinking of their needs for the future.
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My Tolerance for Risk Appetite Is Fading
Making people believe they have effective risk management because they discuss a point-in-time list of so-called “top risks” and set limits for those few risks is making them believe in fairies. It is setting them up to be surprised and for a failure to deliver success.
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Do You Know When Your System Is Breached?
Information security professionals are always chasing to catch up with the bad guys. Traditional information security (or cybersecurity) is focused on preventing unauthorized access to your network, systems, applications, infrastructure and data.
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Missing the Boat on IT and Technology
When you look at surveys of CEOs, such as the one by PwC in 2014, McKinsey in 2013 and IBM in 2012, they reflect what we should all know: that the innovative use of technology is one of, if not the primary, enabler of business innovation these days.
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5 Questions Boards Should Ask About Risk Management
Risk management exists in a dynamic world and should have the agility required to address the changing demands of business. The insightful article "Five Questions Directors Should be Asking in 2014 " gets to the point quickly and its few questions serve as a good guidepost. 1.
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What's Riskier: Ignoring or Implementing Big Data?
Information security practitioners, risk professionals and executives might be blinded by the potential risks of implementing big data and thereby miss out on the value it can provide an organization. ISACA recently released a paper on Big Data which weighs the two sides and makes a clear decision which is
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Reflections on Strategic Risks: What's in a Name?
Surveys say people are paying more attention to so-called “strategic risk.” The latest from Deloitte, called Risk Angles, says: Strategic risk is not new; however, in a world where risks are hastened along by business trends and technological innovations, strategic risk management has taken on new urgency.
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Reflections on IT Risk, Technology, Risk Management, Internal Audit
All the studies show an increasing pace of change in and around technology. It’s not just that we run the back-office with enterprise software, it is also invading the front office and the products and services offered by organizations around the world.
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Accenture Reports Good News for Risk Management but Misses a Key Point
Accenture’s 2013 Global Risk Management Study starts with a great subtitle: “Risk management for an era of greater uncertainty.
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Is Your Company Too Risk Averse About Big Data
It is easy for governance, risk and audit practitioners to worry about privacy and other risks to the extent that they become a negative influence on their company. Their fear can inhibit an organization from seizing the opportunities presented by what is called “Big Data”.
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Are Organizations Too Complex to Govern Effectively?
When you look at many of the organizational disasters of recent years (such as the Deepwater Horizon explosion, fire and oil spill that embroiled BP, Halliburton and Transocean in billions of dollars in cost even before reputational damage and business disruption), people ask where top management and the board were.
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Should Internal Audit Be Responsible for Detecting Fraud?
Internal auditors love fraud: detecting it and investigating it. The majority of boards and top management expect internal auditors to dedicate a fair portion of their time to auditing for fraud and performing investigations as needed.
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