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.
Data Governance Essentials Handbook
Definitions of Data Governance are numerous. However, they agree on a key principle - that it’s dedicated to the organisation of people, processes, and technology to enable effective data management.
Risk Trends 2025 – IRM
Driven by the explosion of technological advancements and increasing global uncertainties, we need to look at what the key shifts in risk are and how practitioners should prepare themselves, and their organisations, for the future. The ability to anticipate and respond to these fast moving developments will be crucial for risk practitioners in 2025.
Organisational Resilience Building in Small and Micro Enterprises under the VUCA Environment
Small and micro enterprises (SMEs) encounter big blows while operating in VUCA (Volatility, Uncertainty, Complexity, Ambiguity) environment as a result of their resource constrains and external dependencies. This study build a conceptual model that links organized performance to the elements of external environmental factors, internal resources, resilience capabilities, and the contribution of resilience building to SMEs. From systematically reviewing literature on VUCA and organisational resilience theories, the model specifies the pathways of how SMEs adapt and thrive in continuously changing (VUCA) conditions.
Integrating ESG and Organisational Resilience through System Theory: the ESGOR matrix
This paper aims to develop a conceptual framework that jointly considers Environmental, Social and Governance (ESG) factors and organisational resilience (OR) components to ameliorate organisations’ understanding of sustainability’s overall requirements and related decision-making processes.
When Risk Maps become Risk Traps
Let us step back and consider the process of collecting risk information for the purpose of communicating to senior management and the Board about the most important threats to their organization (that they may or may not be currently aware of) with sufficient credibility to cause them to sponsor further action.
Risk Appetite and Risk Tolerance
George Bernhard Shaw has been quoted to state that “The English and Americas are two fine people, separated by a shared language”. It appears the drive to increase confusion has not stopped yet. Personally, having English as my second language, I mentally like the ISO vocabulary better than the COSO – but I can easily live with either. So:
Dear ISO and COSO organisations. Get together and agree on terminology.
Leverage your ERM as a powerful Decision Tool
Many companies and organisations have an Enterprise Risk Management (ERM) program where they identify, evaluate and decide on action to take on key risks to the company/organisation. For some this is a very systematic and well documented approach using scientific methodologies etc. – for others it is a collection of managerial perceptions. In most all process, some decisions are taken, and the organisation believes it executes well on ERM.
Managing Legal Risks
The other day, I had a chat with a risk management consulting colleague who was working with and focusing on legal risks. He had trouble doing this well as he found that people with a legal background:
• Have limited or no insights into statistics
• Rarely, if ever, work with a spreadsheet
• Find it hard to quantify risks and opportunities