Improving the Mechanisms of Strategic Management of Innovation Processes in Enterprises
This article provides feedback on improving the strategic management mechanisms of innovation processes and the implementation of management strategies.
Establishing Organisational Resilience through developing a Strategic Framework for Digital Transformation
Purpose – The purpose of this paper is to present a strategic management framework for a successful digital
transformation (DT) roll-out aimed at enabling organisational resilience. The study aims to identify the critical areas of consideration for management to strategically approach DT in order to build resilience.
The Resilience Revolution is Here – PwC’s Global Crisis and Resilience Survey 2023
Business leaders face an unprecedented level of disruption and uncertainty in today’s rapidly changing environment. From geopolitical instability and the lingering COVID-19 pandemic to climate crises, cyber threats and faltering supply chains – a multitude of external macro forces are converging on the market.
Risk Management in a Technology-Driven World – 2024 Survey
Over the course of two weeks from March 20 to April 2, 2024, we surveyed approximately 200 professionals
working in third party risk management, procurement, vendor management, and similar roles in the United States, Canada, United Kingdom, France, Germany, and Ireland.
Defining Cyber Risk
Rapid digitization of the economy and social relations is the main reason why the issues of cyber risk, cyber threats and cybersecurity are continually gaining importance. Despite the increase in the number of research papers in these areas, scholarly articles defining cyber risk are relatively scarce. Moreover, the uniform broadly accepted definition of cyber risk has not been adopted yet, probably due to the interdisciplinary nature of this concept and the dynamics of its change. The paper contributes to the literature on the cyber risk, cybersecurity and cyber risk management.
Going Digital: Guide to Data Governance Policy Making
The Going Digital Guide to Data Governance Policy Making (hereafter the
Guide) aims to advance the development, revision and implementation of policies for data governance, by helping to overcome key related policy tensions. Addressing the complexities arising from the nature of data as an intangible infrastructural resource of global strategic importance, the Guide helps policy makers design effective, technology-neutral, forward-looking and coherent data governance policies across sectors, policy domains and jurisdictions. It proposes a set of questions and highlights promising policy approaches based on three policy tensions and objectives that characterise
data governance policy making: 1) Balancing data openness and control while maximising trust; 2) Managing overlapping and potentially conflicting interests and regulations related to data governance; and 3) Incentivising investments in data and their effective re-use.
Risk science offers an integrated approach to resilience
Why do we hear calls to separate and independently manage aspects of risk and resilience that are inherently related? These
arguments are inconsistent with more holistic and integrated responses to wicked challenges—such as climate change—that
are necessary if we are to find balances and synergies. The justification of such views is based on misconceptions of risk science that are no longer accurate. Rather than being irrelevant, the risk concept and related literature provide a wealth of resilience analysis resources that are potentially being overlooked. In this Perspective, we discuss how the modern view of risk can provide an integrated framework for the key aspects of resilience.
Directive in respect of Cybersecurity and Cyber-resilience within the National Payment System
In terms of section 10(1)(c) of the South African Reserve Bank Act 90 of 1989, as amended (SARB Act), the South African Reserve Bank (SARB) is required to perform such functions, implement such rules and procedures, and, in general, take such steps as may be necessary to establish, conduct, monitor, regulate and supervise payment, clearing and settlement systems.
Furthermore, the NPS Act provides for the management, administration, operation, regulation and supervision of payment, clearing and settlement systems in the Republic of South Africa, and for connected matters. The power to perform the functions as provided in the SARB Act and the NPS Act is performed by the National Payment System Department (NPSD) within the SARB. The SARB plays an important role in ensuring the safety, efficiency and resiliency of the national payment system (NPS).
King V on Corporate Governance – Foundational Concepts
The King V Foundational Concepts document explains the definition and purpose of corporate governance, positioning it as ethical and effective leadership aimed at four governance outcomes: ethical culture, performance and value creation, conformance and prudent control, and legitimacy. It clarifies King V’s voluntary legal status, its universal principles and proportional, outcomes-based practices, and the “apply and explain” disclosure regime supported by a dedicated Disclosure Framework. The paper sets out underpinning philosophies of systems value, integrated thinking, Ubuntu-Botho, corporate citizenship, stakeholder inclusivity, double materiality and integrated reporting as core lenses for interpreting and applying the Code.
Integrated Strategy, Risk & Resilience (ISRR) Toolkit: Phase 2 Templates
Integrated Strategy, Risk & Resilience (ISRR) Toolkit: Phase 2 Templates Phase II (Context Enablement) provides an integrated environmental scan and foresight template, stakeholder mapping and response canvases, ISO 31000‑aligned risk assessment packs, an integrated risk register structure, a resilience universe self‑assessment, terms of reference for an ISRR Working Group, and training material on integrated thinking……...