Unified Governance Brian G Edmondson MIRM CEO netSurity.

Unified Governance

Brian G Edmondson MIRMCEO netSurity

Governance

RISK!

LEGISLATION!

SECURITY!

REGULATION!STANDARDS

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.

Typical GovernancePractice

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

Unified Governance

Q & ABrian Edmondson CEO

MIRM