Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business...
Transcript of Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business...
Paige Poore
Director of IBM Global Business Continuity Management
Best Practices: Driving a Risk Aware Culture at IBM
Next Generation Resilience
Driving A Risk Aware Culture
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1. Risk and Continuity - Are you ready for what’s ahead?
2. A Powerful Risk Management Approach to drive a Risk Aware Culture Build C-suite engagement & Support Obtain Management Buy-in Drive Awareness & Employee Engagement
3. Key Takeaways
Scanning the Horizon
New Strategic Risks
Enhancing existing approaches
Are you ready for what’s ahead?
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New business realities are changing how we approach business continuity
Consider new risks on your horizon
Anything that is connected to
the Internet can be hacked….
Cloud
Everything is being
connected to the
Internet
Technology Trends are driving opportunity and increased risks
Cybersecurity – The problem that isn’t going away
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Social
Analytics
Mobile
Data
IoT
Reputation risk and business impact highlight the need for improved risk management and business continuity
Source: The economics of IT risk and reputation What business continuity and IT security really mean to your organization Findings from the 2013 Ponemon Institute study sponsored by IBM
0%
10%
20%
30%
40%
50%
60%
Reputation Brand Image Revenues
Leaders recognize that IT risks affect
Leaders increasingly aware of economic and reputational impact of disruptions
Reputational Risks Business Impact
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Lastsabout
19.7 minLasts about
2 hoursLasts about 7.5 hours
$1 millionMinor event
$4.3 millionModerate event
$14.3 millionSubstantial event
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Driving A Risk Aware Culture
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1. Risk and Continuity Are you ready for what’s ahead?
2. A Powerful Risk Management Approach to drive a Risk Aware Culture Build C-suite engagement & Support Obtain Management Buy-in Drive Awareness & Employee Engagement
3. Key Takeaways
The IBM story: evolving our business continuity management approach to meet our business challenges
Smarter Risk
Risk is not always negative –It is simply an uncertainty that
can present “upside” opportunitiesGovernance
Integrate intoStrategic Planning
Culture and Tone
Key Risk Assessments
Practices
Leveraging Analytics
US$92.7 billion in revenue (2013)
9 business units
Roughly 170 countries, 2,000 locations
Over 400,000 employees
‒ Nearly 70% with less than 10 years of services
‒ Early 50% of employees are mobile
‒ 200,000-plus contractors
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Program & Practices Formal Risk ID
ApproachPrioritized Risk MapCorporate-Wide BCM
Risk Management
Risk Management Competitive Advantage
IBM uses a strategic risk approach to drive a risk aware
culture, and create competitive advantage
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EffectivenessMitigation Actions
Metrics/Risk Indicators Continual Monitoring
Leadership Tone from the Top Senior Leader Risk Ownership Enterprise Level Forums
EnablementOversight Steering CommitteesRisk Aware Culture. Education and TrainingAnalytics for Smarter Decisions
Benefits
Connects to strategic business objectives
Uses language the business understands
Engages senior management support
Changes the playing field
Leverage multiple channels and formats to enable, educate
and reinforce the risk aware culture
SeniorLeaders
Executives & Management
All Employees
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Driving A Risk Aware Culture
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1. Risk and Continuity Are you ready for what’s ahead?
2. A Powerful Risk Management Approach to drive a Risk Aware Culture Build C-suite engagement & Support Obtain Management Buy-in Drive Awareness & Employee Engagement
3. Summary
Formal risk assessment in the context of IBM’s strategy, agreed by senior leadership
Strategic Time Horizon
SeniorLeadership
Approval andOwnership
Business Continuity Risk Map
Operational Model
External Environment
Strategic Initiatives
Regulatory Environment
Reputation
Advisory Board /Committee Review
Low Medium-Low Medium-High High
Example 15
Example 16
Example 11 Example 6
Example 7
Example 1
Example 2
Example 3
Hig
h
Example 17
Example 18
Example 12
Example 13
Example 8 Example 4
Med
-Hig
h
Example 19 Example 14 Example 9
Example 10
Example 5
Med
-Lo
w
Low Medium-Low Medium-High High
Example 15
Example 16
Example 11 Example 6
Example 7
Example 1
Example 2
Example 3
Hig
h
Example 17
Example 18
Example 12
Example 13
Example 8 Example 4
Med
-Hig
h
Example 19 Example 14 Example 9
Example 10
Example 5
Med
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Internal Executive & SME Insights - Brand &
Country Level Input
External Insights
& Research
Emerging Risks
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BCM Center of Excellence
Cross-enterprise, BC business area subject matter focal points Senior management Advisory Council Establish cyclical BCM framework and Policy Advise on business line specific BCM Framework adaptation
Senior and Executive Management
Senior VPs and execs BC risk governance and oversight
Board & COE
Enterprise Process Owners
Senior level business unit executives Ensure BC implementation and BC risk exposure resolution
Business Unit
Senior business line management , BC Plan owners Establish and execute business line BC Plan implementation
policy Allocate personnel and financial resources Test and maintain BC Plan
Business continuity risks are owned by senior executives and overseen by cross-enterprise governance forums
“Senior management is responsible for assessing and managing the Company’s various exposures to risk on a day-to-day basis”
IBM Notice of 2014 Annual Meeting and Proxy Statement
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Driving A Risk Aware Culture
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1. Risk and Continuity Are you ready for what’s ahead?
2. A Powerful Risk Management Approach to drive a Risk Aware Culture Build C-suite engagement & Support Obtain Management Buy-in Drive Awareness & Employee Engagement
3. . Key Takeaways
Drive increased management buy-in by addressing
complexity (simplify)
Lowers barriers to adoption
Leverages their limited time on items where you most need support
Increases buy-in
Focus on most important
Establish Global ScorecardsDriving Transparency, Awareness & Support
Benefits
Look at the Big Picture
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Mobile
Leverage data & analytics for fact based, data driven risk
assessments and dashboards
Supported by COGNOS, ILOG, Lotus Notes, Emptoris
Major Risk Event Results
Rapid assessment / pro-active responsee.g. Japan Tsunami or Thailand Floods
Increasing Complexity
– Data as Enabler
Total Risk Assessment Tool
Automated Alerts
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Driving A Risk Aware Culture
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1. Risk and Continuity Are you ready for what’s ahead?
2. A Powerful Risk Management Approach to drive a Risk Aware Culture Build C-suite engagement & Support Obtain Management Buy-in Drive Awareness & Employee Engagement
3. Key Takeaways
Build a risk culture using a training curriculum to
support and enable the implementation across the
business
1. Design Once, Rollout Globally
2. Enhance Capabilities Listen & Innovate!
“Test in a Box”, Mobile “My BCP”
3. Host a Virtual Annual Conference
4. Provide Subject Matter Expert Teaming
5. Gamification
BC Plan Building Block 1
BC Plan Building Block 1
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Drive social engagement using newsletters, executive
blogging, and on-line communities
PUBLISH social Newsletters
BUILD a GLOBAL on-line Communityof Practice and Communications
ORCHESTRATE Executive Blogging
On-line Newsletters Foster communication, Encourage training
events Build awareness
Global on-line Community Build an Aware Culture Share Expertise Mentor
Executive Blogging Inspire Provide ‘tone from the
top’
inspire18
Drive social engagement via blogging and social listening
BCM Risk Issue Identified
Other Employees Contribute to Post
Blog Posting
BCM team monitors internal social media, responses to select posts, and
uses insights created by the social business areas to better understand risk themes.
Employee Responds to Post
Source: IBM.Note: The blog screen graphics are illustrative only and sourced from marketing materials.
BCM Team Responds to Select BlogsNumber of “Likes” and “Visits” identify themes for broader communication (e.g. monthly newsletter)BCM will connect subject matter experts with author of the blog post
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“Like” and “Visits” buttons become important metrics for BCM monitoring and prioritizing risks.
Driving A Risk Aware Culture
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1. Risk and Continuity Are you ready for what’s ahead?
2. A Powerful Risk Management Approach to drive a Risk Aware Culture Build C-suite engagement & Support Obtain Management Buy-in Drive Awareness & Employee Engagement
3. Key Takeaways
IBM achievements – Driving a risk aware culture
Results – Driving a risk aware culture with a consistent integrated approach that is more business and risk centric provides a competitive advantage
Senior Leadership Engagement & Support
Tied to strategic objectives
Tone from the Top
Increased commitment and responsiveness throughout the organization for BCP initiatives
Matured Enterprise Risk Rating
Management Buy-in
Increased awareness
Increased commitment
Additional focus and staffing
Enhanced impact mitigation and response readiness
Decrease in number / duration of disruptions
Increased Awareness and Employee Engagement
Innovation
Social Engagement
Increased readiness
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Drive a risk aware culture to increase awareness and gain the support you need
Our world and businesses are constantly evolving‒ New challenges required our BCM to quickly adapt to change
IBM’s BCM approach evolved to meet our business challenges‒ Required a more business and risk centric view to manage risk, drive
awareness and gain support
You can align your BCM program for a more agile response, by building a risk aware culture. ‒ Incorporate a risk management approach, adapt to strategic business
direction and drive increased support, buy-in and a competitive advantage
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In an always-on world, Data must stay available
Many organizations aren’t prepared for a business disruption
Are you ready for an always-on world?The next era of business continuity
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Thank you!
Paige Poore
Director of IBM Global Business Continuity
linkedin.com paige poore
twitter.com/poore27
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Continuity Insights Management ConferenceApril 20-22, 2015 Talking Stick Resort, Scottsdale, AZ