Lamm / Fox / Blount Under Control

Governance Across the Enterprise
1. ed
ISBN: 978-1-4302-1593-6
Verlag: Apress
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 256 Seiten

With the economic crisis that began in 2008, a long-standing trend toward increased regulation is becoming a flood. The clamor for improved enterprise risk management and the complexity of multinational compliance present executives with a dramatically new array of challenges. Governance should offer solutions, but it is clear that yesterday's governance practices aren't up to the task. In both design and implementation, they are too disconnected and incomplete to fully address our complex compliance and risk management puzzle. Executives get only fragmented views of their true business performance, and inefficiencies drive up costs. The consequences of inadequate governance were demonstrated in the economic meltdown of 2008. As the world struggles to recover from that crisis, business is now faced with a confusing array of evolving regulations, the challenge of managing compliance across multinational organizations and a new imperative for risk management that is coordinated across the enterprise. It's clear that yesterday's governance practices don't meet today's need for centralized controls, integrated compliance and risk management and greater transparency. The need for organizations to change-and change now-is clear. Under Control captures decades of business governance experience from many of the leading authorities at CA, Inc. This book sets out not only to explain the essential challenges of effective business governance, but to help you build solutions for your organization based on lessons learned at CA from its customers and in its own corporate structure. From governing the organization's policies as a whole instead of in silos, to a department-by-department look at the role and impact of governance, to governing your green initiatives, to the role of the board of directors, to the importance of risk management, this book lays out some of the strategies and processes that may help your organization manage its risk and regulatory requirements. It is clear that the governance standards in the past were inadequate, and that risks have not been properly assessed or understood. This book is a first step in solving this problem so that your organization is prepared and able to respond and thrive in today's rapidly evolving environment. Under Control is the first book published in the new CAPress imprint, a joint publishing program between Apress and CA Inc. 'One of the defining factors of the first decade of the 21st century has been the increase of regulation and governance. To explain these trends, and the various best practices for ensuring governance, enterprise IT management solutions provider CA Inc. enlisted more than a dozen subject matter experts from its ranks to contribute content. The resulting book explores the need for broad governance, different areas where governance is important, and various ways for organizations to manage and implement compliance, including IT governance, project portfolio management, information governance and sustainability management. The book, while largely vendor-neutral, draws on CA's experience creating governance solutions as well as managing its own governance issues.' -Aaron Smith, Projects@Work

This book is written by the executives at CA most responsible for corporate governance: Jacob Lamm, EVP and GM Governance Group at CA Nancy Cooper, EVP and CFO at CA Helge Schiel, SVP and GM Project and Portfolio Management at CA Marc Camm, SVP and GM Governance, Risk and Compliance Products at CA Ken Handal, EVP Risk and Compliance at CA Robert Zanella

Autoren/Hrsg.

Lamm, Jacob

Fox, Christopher

Blount, Sumner

Cooper, Nancy

McCracken, William

Srulowitz, Alan

Handal, Kenneth

Datskovsky, Galina

Cirabisi, Robert

Boston, Steve

Zanella, Robert

Keogh, Jim

Helge,

Sleeth, Karen

Cooper, Kenneth

Scheil, Helge

Meyer, John

Camm, Marc

Inhaltsverzeichnis

1;Table of contents ;5
2;About the Authors;7
3;Contributors;18
4;Acknowledgments;19
5;Introduction;20
6;CHAPTER 1 The Rise of Governance;22
6.1;What Does Governance Really Mean?;23
6.1.1;The Drivers for Governance;26
6.1.1.1;The Rise of Risk;26
6.1.1.2;It’s a Regulatory Jungle Out There;27
6.1.1.3;The Cost of Compliance;29
6.1.2;Globalization and Complexity;30
6.1.3;The Challenge of Information Silos;31
6.1.4;A New, Unified Approach,;32
6.1.5;Conclusion;33
7;CHAPTER 2 Governance Today;35
7.1;The Goals of Governance;37
7.2;Governance Stakeholders;39
7.3;Governance in the Real World;41
7.4;Conclusion;44
8;CHAPTER 3 Policy Management;45
8.1;Identifying Business Requirements;46
8.2;Creating Policies;46
8.3;Establishing Controls;49
8.4;Monitoring and RemediatingCompliance Controls;52
8.5;A Life-Cycle Example;53
8.6;Conclusion;54
9;CHAPTER 4 Risk Management;55
9.1;The Rise of Risk Management;55
9.2;Elements of Successful ERM;56
9.2.1;Assign a Clear Risk Management Process Owner;56
9.2.2;Utilize a Common Risk Management Framework;57
9.2.3;Use Industry Best Practices;58
9.2.4;Integrate Risk Management with Business Processes;59
9.2.5;Develop a Culture of Openness;60
9.2.6;Make It Clear That Risk Management Is“Everyone’s Job”;60
9.3;The Risk Management Process:A Bird’s-Eye View;60
9.3.1;Risk Management Roles;61
9.3.2;What Constitutes Risk?;61
9.3.3;The Importance of Strategic Risk;63
9.4;Risk Management Process: Key Phases;64
9.4.1;Setting Risk Management Policies and Procedures;65
9.4.2;Identifying Risks;65
9.4.2.1;Techniques for Initial Risk Identification;66
9.4.2.2;Risk Taxonomies and Libraries;66
9.4.3;Assessing Risks;68
9.4.4;Addressing Risks;70
9.4.5;Monitoring Risks;72
9.5;Conclusion;73
10;CHAPTER 5 Risk Governance and the Board of Directors;75
10.1;The Role of the Board as It Relates to Governance;76
10.2;The Board and the Financial Crisis;76
10.3;Experience as a Catalyst for Change;77
10.4;Evolution of Boards;78
10.5;Best Practices;79
10.5.1;1. Ensure the Chairman-CEO Split;79
10.5.2;2. Utilize the Board’s Experience;80
10.5.3;3. Get over the “Directing vs. Managing” Conundrum;80
10.5.4;4. Leverage Your Committees, in General;81
10.5.4.1;A. Audit Committee;82
10.5.4.2;B. Compensation and Human Resources Committee;83
10.5.4.3;C. Corporate Governance Committee;83
10.5.4.4;D. Compliance and Risk Committee;84
10.5.5;5. Leverage the Compliance and Risk Committee, in Particular;84
10.5.6;6. Create the Role of the Chief Risk Officer;85
10.5.7;7. Standardize Your Risk Framework;87
10.5.8;8. Watch How You Pass the [Risk] Baton;88
10.5.9;9. Build a Culture of Compliance;89
10.5.10;10. Assess Board Performance;90
10.6;Conclusion;90
11;CHAPTER 6 Governance of Risk and Compliance;92
11.1;Organizing for Risk;95
11.2;Partnering with the Business;97
11.3;Aligning the Organization for an Integrated Approach to Risk;99
11.4;Developing a Holistic Vision of Controls Monitoring and Reporting;100
11.5;Executive and Board Involvement;103
11.6;Conclusion;104
12;CHAPTER 7 IT Governance, Risk, and Compliance;106
12.1;IT and GRC—Perfect Together;107
12.2;IT GRC Roles;107
12.3;The Challenge of Risk vs. Cost;109
12.4;IT Compliance Controls;110
12.5;IT GRC Principles;111
12.5.1;Use Best Practices;111
12.5.2;Proactive Control Design;113
12.5.3;Determine the Maturity of Your Controls;113
12.5.4;Automate Controls;115
12.5.5;Rationalize Your Controls;117
12.5.6;Clearly Identify Control Owners;120
12.5.7;Define Risk Metrics;120
12.5.8;Communicating the Compliance Message;123
12.6;Conclusion;124
13;CHAPTER 8 Governance and Portfolio Management;126
13.1;Bringing It All Together;129
13.2;Comparing Apples to Apples;131
13.3;Optimizing Your Most Valuable Asset;132
13.4;Doing Things Right: Managing Performance and Risk;133
13.5;Communicating Customer Value;135
13.6;Reaping the ROI of PPM;136
13.7;Getting Started with Best Practice Frameworks and Methodologies;138
13.8;Conclusion;140
14;CHAPTER 9 The Regulatory Environment;141
14.1;The Shifting Regulatory Landscape;142
14.2;Navigating the U.S. Regulatory Environment;144
14.3;Regulatory Approaches;145
14.4;A Regulatory Model;147
14.5;Regulation Awareness;149
14.6;Key Strategies to Manage Regulatory Compliance;149
14.6.1;Get Involved Before Regulations Are Adopted;152
14.6.2;Transparency Is the Key to Success;153
14.6.3;Understand Your Transnational Regulation Issues;154
14.6.4;Automate Compliance Management;155
14.6.5;Centralize Compliance Information;156
14.6.6;Get the Right Information to the Right People;158
14.6.7;Secure Executive Support;159
14.7;Conclusion;160
15;CHAPTER 10 Governance and Finance;161
15.1;The Role of Finance;162
15.2;Traditional Finance;163
15.3;The Evolution of Finance;163
15.4;Managing Interdependencies;164
15.5;Guiding Optimization of Decisions;165
15.6;Creating Intersections;166
15.7;Goals of the Finance Organization;166
15.8;Creating the Proper Environment;167
15.9;Managing Technologies;168
15.10;Systematizing Governance;169
15.11;Transformation of the Finance Organization;169
15.12;Keeping Pace in the Regulatory Race;170
15.13;A Streamlined Approach Is Mandated;171
15.14;Challenges and Opportunities;173
15.15;Conclusion;173
16;CHAPTER 11 Information Governance;174
16.1;Information Governance Basics;175
16.2;The Components of Information Governance;177
16.3;Goals of Information Governance;180
16.4;Driving Forces for Information Governance;182
16.5;Social Implications of Information Governance;183
16.6;The Benefits of Good Information Governance;185
16.7;Information Governance and Discovery;187
16.8;Information Governance and Information Technology;190
16.9;Information Governance and Cloud Computing;191
16.10;An Information Government Framework;193
16.11;Seven Steps to Achieving Good Information Governance;194
16.12;Getting Started;196
16.13;The Mandate is Clear: Gain Control over Information;197
16.14;Conclusion;198
17;CHAPTER 12 Governance and Sustainability;199
17.1;Sustainability Alignment Factors;201
17.2;Investing in Sustainability;204
17.3;Building a Sustainability Program;205
17.3.1;Define Strategy;205
17.3.2;Build the Program;207
17.3.3;Align Support;210
17.3.4;Select a Starting Point;211
17.3.5;Practice Good Governance;215
17.4;Carbon Trading Is Coming;215
17.5;IT and Sustainability;219
17.6;Conclusion;220
18;APPENDIX A Corporate Governance Principles of CA, Inc.;222
18.1;General;222
18.2;Role and Functions of the Board;222
18.2.1;Director Qualifications;223
18.2.2;Director Independence;225
18.2.2.1;Payments To/From the Company;227
18.2.2.2;Indebtedness;227
18.2.2.3;Charitable Contributions;228
18.2.2.4;Directorships;228
18.2.2.5;Less Than 10% Equity Interest;228
18.2.2.6;Other;229
18.2.3;Size of Board;230
18.2.4;Period of Board Service;230
18.2.4.1;Director Selection Process;230
18.2.4.2;Former CEOs and Other Employee’s Board Membership;232
18.2.5;Meetings;232
18.2.6;Board Leadership;233
18.2.6.1;Board Self-Assessment;233
18.2.6.2;Board Compensation;233
18.2.6.3;Stock Ownership Guideline for Non-Employee Directors;234
18.2.6.4;Counsel and Other Advisors; Company Funding Obligations234
18.2.6.5;Access to Management and Outside Counsel and Auditors;234
18.2.6.6;Director Orientation and Education;235
18.2.7;Board Committees;235
18.2.8;Communications with Stockholders andOther Interested Parties;238
18.2.9;Management Development and Succession Planning;239
18.3;Executive Stock Ownership Guidelines;239
18.4;These Principles;239
19;APPENDIX B Compliance and Risk Committee Charter of CA,Inc.;240
19.1;General;240
19.2;Composition;240
19.3;Authority and Responsibilities;241
19.4;Delegation of Authority;243
19.5;Counsel and Other Delegation of Authority; Company Funding Obligations244
19.6;Meetings; Executive Sessions244
19.7;Reports to the Board; Minutes244
19.8;Committee Self-Assessment;244
19.9;Committee Charter;245
20;INDEX ;246