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GRC, BCP, ERM, Policy- COOPetition vs

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Presentation on theme: "GRC, BCP, ERM, Policy- COOPetition vs"— Presentation transcript:

1 GRC, BCP, ERM, Policy- COOPetition vs
GRC, BCP, ERM, Policy- COOPetition vs. COMPetition: Leveraging for Efficiency, Governing for Success Michele L. Turner, MBCP, FBCI, ITIL, CISA, CRISC, GRCP Microsoft- TwC Governance (Unified Incident Response)

2 Agenda Microsoft Corporate Background
6/3/2019 Agenda Microsoft Corporate Background Trustworthy Computing (TwC) Background TwC Governance Organization Level Setting: Definitions Risk, Policy and Compliance Management, GRC, BCP, Governance Spotlight on Organizations COOPetition vs. COMPetition Partnership Potential Challenges and Aides Key Takeaways 2 © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

3 Ice Breaker

4 Ice Breaker Setting the Stage: Everyone has the same size paper.
No questions can be asked. All need to follow the verbal instructions to the letter, WITH EYES CLOSED. Instructions: Fold the paper in half. Rip off a corner. Fold in half again. Rip off another corner. Fold again. Key Point: One-way communication, in a team environment, may not be effective. Two-way discussion, with collaboration and engagement has a better chance of giving the needed results . 3 4

5 Microsoft 3

6 Corporate headquarters – Redmond, WA (USA)
Microsoft Mission: “to create a family of devices and services for individuals and businesses that empower people around the globe at home, at work and on the go, for the activities they value most”. Founded in 1975 Corporate headquarters – Redmond, WA (USA) Over 100 subsidiaries worldwide Over 91,000 employees worldwide Core businesses with diverse and distinct focuses Governance Statement “Long-term thinking guides everything we do to sustain Microsoft's success and create value for shareholders, now and for future. Good corporate governance encourages accountability and transparency, and promotes good decision-making to support our business over decades”. Challenges Geography, culture Business priorities Implementation of enterprise programs 4 6

7 Trustworthy Computing (TwC) Background
2002- Malicious Software 2002- Memo from Bill Gates : 7 7

8 Online Trust and Safety Policy and Compliance Management
TwC Governance Organization Privacy Accessibility Global Readiness Online Trust and Safety Policy and Compliance Management Risk Management Unified Incident Response 8 8

9 Level Setting: Definitions

10 Risk Management (ISACA)
6/3/2019 Risk Management (ISACA) Policy Management (OCEG) Compliance Management (OCEG) Governance (ISACA) GRC (DRII) BCP (DRII) DEFINITIONS © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

11 Industry: Information Systems Audit and Control Association (ISACA)
Resource Management: Right Skills in the Right place at the Right time Value Delivery Business Performance Measurement Risk Management Strategic Alignment Resource Management Value delivery: Delivering expected and agreed upon benefits Decisioning And Accountability Performance Measurement: Setting measurable targets and progress statements Risk management: Framework to identify, monitor and manage risk Strategic alignment: Aligning strategy to the business for success The decision rights and accountability framework for encouraging desirable behavior in the use of IT. 11

12 Industry: Open Compliance and Ethics Group (OCEG)- GRC
12 What Drives the Need: Culture, Competition and/or Competitive Advantage, etc…

13 MS Example: TwC Governance- Policy Management
6/3/2019 MS Example: TwC Governance- Policy Management Including Risk, Policy and Compliance © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

14 COOPetition vs. COMPetition

15 FIND THE COMMON THREAD(S)!!!!
6/3/2019 Security Connectivity COMMUNICATION Hardware Software Depending on the audience focus, everyone will focus on a different aspect. FIND THE COMMON THREAD(S)!!!! © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

16 Potential Partnership Challenges Potential Partnership Aides
6/3/2019 Potential Partnership Challenges Potential Partnership Aides Reference Points “Blood, Sweat and Tears”- Acknowledgement of those that have come before Risk Assessments Gap Analysis (process) Critical Function Analysis Threat Analysis Open and Honest Communication Working at the Speed of Trust “We Don’t Have Time”- Clarity on engagement. Clarity on the Ask. RACI Communications and schedule plan Agreed to Taxonomy The Fastest Cars Have the Best Brakes “My vendor takes care of that”- Shifting accountability Vendor contracts Business Continuity Plans and Reciprocal Agreements Companies Receive an 'F' When it Comes to Business-Continuity Plans for Overseas Risks Japan One Year Later: The Long View on Tech Supply Chains “No Budget for Extra”- What would it cost if not done? What existing materials can be leveraged? The goal is not to focus on re-work. Lessons Learned from previous interruptions What are the dependencies? Q&A: Tom Oreck on Recovering from Katrina Any “Wins” to be realized in differentiating your org from another? “Beating Around the Bush”- What Is Really Needed? Internal training (emotional intelligence) Candor, Criticism, Team Work- Harvard Business Review © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

17 Review and Acknowledge previous work Be Clear on Expectations
Key Takeaways Review and Acknowledge previous work Be Clear on Expectations Integrate messages to include both threats AND opportunities Don’t talk AT people, collaborate for clarity and partnership

18 Thank you. michelet@microsoft
Thank you! Office: 425/ Cell: 425/

19 6/3/2019 © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION. © 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.


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