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  • Governance

    Governance, Risk and Compliance Series – The Role of Data Management in Mitigating Risk

    SAS Institute GmbH | 24.09.2010
    In the last decade, several major corporations have failed - particularly in the financial services industry. The focus from all this fallout typically comes down to three areas: corporate governance, risk management and enterprise compliance. Collectively known as governance, risk and compliance (GRC), these problem areas can be controlled through a combination of strategy, people, processes and technology. As the second in a series on governance, risk and compliance, this white paper addresses the role of data management in mitigating risk.
  • Governance

    Governance, Risk and Compliance Series – The Role of Data Governance in GRC

    SAS Institute GmbH | 08.10.2010
    In the last decade, several major corporations have failed - particularly in the financial services industry. The focus from all this fallout typically comes down to three areas: corporate governance, risk management and enterprise compliance. Collectively known as governance, risk and compliance (GRC), these problem areas can be controlled through a combination of strategy, people, processes and technology. As the first in a series on governance, risk and compliance, this white paper addresses what is needed to govern data – and how that feeds into GRC from a business perspective. Two more papers in the series will examine how risk management and compliance apply to data.
  • Governance

    Governance, Risk and Compliance Series – Creating Trusted Data for Enterprise Compliance

    SAS Institute GmbH | 01.10.2010
    In the last decade, several major corporations have failed – particularly in the financial services industry. The focus from all this fallout typically comes down to three areas: corporate governance, risk management and enterprise compliance. Collectively known as governance, risk and compliance (GRC), these problem areas can be controlled through a combination of strategy, people, processes and technology. As the third in a series on governance, risk and compliance, this white paper examines what is needed to remain compliant and how data governance and data management play a major part in supporting all regulatory and legislative compliance initiatives.
  • Werner Keller

    Governance, Risk and Compliance ‑ CFO und CIO in der Pflicht

    Werner Keller | Oracle | 07.03.2008
    Die jüngste Kapitalmarktkrise hat wieder einmal gezeigt, dass die Bedeutung von Governance, Risk and Compliance (GRC) für Unternehmen höchste Priorität haben muss und sogar den Lebensnerv von Unternehmen trifft. GRC muss künftig zum Standard in Unternehmen und zuverlässig, effektiv und dabei kosteneffizient umgesetzt werden. Dies ist nur mit einer leistungsfähigen IT möglich, denn ständig neue Gesetze und damit verbundene Kostensteigerungen für die Umsetzung sowie ein stark gestiegenes Haftungsrisiko für Vorstände und Aufsichtsräte erfordern durchgängige, integrierte und automatisierte GRC-Prozesse, die durch ein umfassendes Anwendungsportfolio voll und ganz unterstützt werden.
  • Oracle

    Governance, Risk and Compliance ‑ CFO und CIO in der Pflicht

    Oracle | 18.04.2009
  • Achieving the vision with enterprise governance

    Achieving the vision with enterprise governance, risk and compliance (GRC) – Seamless Collaboration

    SAS Institute GmbH | 14.09.2011
    If not for the sake of effciency and effectiveness, then under threat of penalty, institutions must strive to foster greater collaboration among the ranks of their departments and workers. The frst step in that direction is for senior management to inform the work force of the importance of molding a collaborative culture. This can only truly be achieved through shared resources and more complete information. Awareness comes from knowing what is going on at the boundaries of a department and – more broadly – inside and outside the enterprise. Awareness fosters appreciation for what is being done in other areas and how it relates to individual roles and business processes. That appreciation naturally breeds cooperation within and across organizational units. Collaboration is the next step ...
  • img_20170918_212051-1.jpg

    Heiko Harders
    Systemischer Coach und Veränderungsmanager

    Schwerpunkt meiner Arbeit ist das Systemische Coachen von Charakteren mit einem starken Veränderungswillen. Ich spreche Klienten und Klientinnen aus den Bereichen Business Development, Vertrieb und Consulting verschiedenster Branchen und gleichwohl Privatpersonen an.  Die Unterstützung und Begleitung von Fach- und Führungskräften bei ihrem persönlichen Change und der damit gleichermaßen einhergehenden Persönlichkeitsentwicklung liegen mir besonders am Herzen. Ich gehe davon aus, dass die Herausforderungen, die durch die digitale Transformation in allen Lebens- und Arbeitsbereichen geschaffen werden, die eigene persönliche Haltung, die transparenten und verborgenden Wertvorstellungen und schließlich die Lebenspläne jedes Einzelnen beruflich und somit auch privat auf den Prüfstand stellen ...
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