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[TW] IT documents, audit and leaders

IT documents comes with different names such as the following: - Manual or handbook, - Policies and procedures, - Management systems, - Project plans. In the real world we have various names with unique descriptions and purposes when in fact they could be made to do a uniform direction for which actions are based for the entire IT initiatives, probably the longest in IT lifecycle is operation. The problem is our inclination on something else which is wrong. IT remains an IT area. Business remains a business area. The same problem is carried out when we conduct IT audit. Most audit are missing the gists in which IT is being used by businesses. We once said that an effective IT audit is conducted by IT people themselves but there is something wrong with that even. Business and accounting people have been doing it with a different bias and preconceived notions which doesn't make the cut for IT direction and audit respectively. Leaders play the same game and so the problem continues an

Business, technical and data conformance

What if the boss can see it all, make the best of business decisions, actions favorable to customer and multi-stakeholder excellence, with time and resources a lot more cost-effective and the entire effort sustainable, rendered in a meticulous manner? 

Technology has either changed, and for the better, improved how we do our job and deal with our businesses. We continue to do our best as we can regardless of the challenges and opportunities that may arise as long as development and progress are felt and achieved. We continue to design and work them out so that we can hope that our future will be beneficial for all. That we could definitively reap the benefits.

We must be able to do a lot more than when technology isn't a common facility to doing business yet including how individual actions can be sincerely responsible towards our bigger society 
which future is good for the next-generations of human beings.
 
A strengthened technical facility is everything as we advance our digital objectives, and that we must continue to work on it and to fit with the ever constant and variant needs, substances and situations of businesses and societies. It doesn't have to affect leaders make business decisions on their own, which most have been accustomed to, whether a technical round off is available or not.

Bad precedents just won't fade away. We engage in business while we postpone addressing the obvious problem. We cannot even fulfill basic direction prior to being in business. Reasons exist why something like this happens and they are not that impossible to correct once and for all. 
 
What more if we have to keep watching our back everytime we do our job, take personal information before any business can be made? If nothing is in place to ascertain our business including collection or recording and proper storage or filing of personal information with operating policies, and security and privacy regulations, that's definitely is going to ruin not only customers but also stakeholders' trust. 
 
How about business continuity, technology audit which is unique to the depths of finance and accounting, risk management, a sound business fundamentals and basic requirements, board and executive committee review or the entire organization's due diligence and due care effort? What's the data handling, operating capacity, environment sustainability and corporate social responsibility for and their unambiguous impact to every stakeholder and the society? 
 
Overall, these would constitute business conformance, which must be considered a top priority by every enterprise. 
 
We do not want to drag our enterprises to gossips of deep budgets with unfortunate lax management because we cannot even handle the essentials. What if we are pulled to an expensive, complex and agonizing litigation due to neglect or incompetence in a very serious setting?

Whether we admit it or not we continuously are being obligated to take up both organizational and technology capacity and precautions in order to protect personal information, confidentiality in business transactions, superiority in agreements and commitments to customers' quality experience. Technology precautions can also place overall stakeholders' well-being at the pinnacle. With such events almost all done in technical manner, digital and otherwise, we have to be nimble to make sure we have what it takes to cover stakeholders of their needs and our own business' and related phenomenon.

Are there costs to these regulatory compliance and requirements? There is and it is usually huge. It could be the feeling is opposite if your business has deep pockets. But then there is always the bottom line and ultimate outcome as a sincere and conscious measure of how good things are as against the past. Doing it many times over, it has to be something that it can only get better. Must it be usually looked upon that way? Yes, if you ask third-party companies or providers to help you do it. That is because the norm is that they simply conduct orientation, provide the basic what can be expected and give you the usual document to fill out with data that is mostly untenable on how you practically attend to your business. Their ultimate goal is to make money without realizing how unsustainable and poor decision-making it would make for everyone in the longer-term. Something is very wrong with it. The benefit for that job whom you decided to take anyway is simply not in your business interest. It is in your business interest to conform to all essentials of enterprise and governance matters. It is the methodologies and some motives that must not be allowed and prolonged any farther. Otherwise, you are going to be required to adjust and even add up on your current resource and staffing just for that particular spending, which may go on in perpetuity. That can turn your cost center to a complete drain of resources which impact is widely catastrophic as history had shown us. 
 
Or maybe we just lack the necessary resource(s) and information to act upon with the much-awaited decision-making prowess and be done with it properly and conclusively. 

Is business conformance just for regulatory and standards application purposes? It should be initiated, built and managed according to business practices and economic goals and not because something is demanding us to conform to a basic prescription.

If you are a big company and have already tried to be compliant, you probably have built a C-suite for technology alone and the costs accrued have been continuously passive being passed on to unsuspecting stakeholders. If not an unceasing complaint from the compensation committee which couldn't fathom a characteristic measure of such positions from other related lower-level job functions.

If you are a small company you probably haven't notice much more of what your government and industry have been clamoring about and have either just do it your way or just go about doing your business and forget these apparently unnecessary directives and policies. It's not your business but a requirement for organizations, if not the bigger, society's positive disposition.

Whether your company is big or small, it is unusually great that stakeholders are sincerely spared from anything unwanted or any inconvenience due to technological developments and from the responsibilities that only you have to resolve judiciously within your own ground.

Such charge must be neither complicated nor cushy. A balance direction would make it so significant to business and its stakeholders that it can be noticed with the manner of execution. A digital transformation, technology adoption and upgrade, any form of innovation and automation or in the case of artificial intelligence doesn't autopilot a business to initiate and maintain or facilitate an effective and efficient organization's capacity including improvement nor would continue to outclass the default of human resources know-how and other business resources' output.

A conscious and focused human intervention is needed for facts, truths and realities for technical finesse to be fulfilled and for the technical demands of the business as a whole to be delivered. We are certain that truths and facts can be distorted and can be buried with complex processes and to insist as the reality. However, reality can be easily validated regardless of the mechanisms involved to discover the genuine truths and facts.

Technology delivery impacts overall organizational performance. A failure to keep up to the expectations will exacerbate penalties and dwindling reputations. The only question we need to ask is which would we take. Satisfactory or not?

To exhaust the idea is to ask how trustable technical resources are in which it translates into a stronger business capability. Do you have an undeviating criterion?

Did you hear them concurring on the growing complexity in technology policies and the requirements that businesses have to dispensed? They may not be at all true in our business environment.

As ever @𝖎𝖈𝖑𝖆𝖘𝖘𝖊𝖉 this is achievable for the best interest of businesses and their stakeholders. Remember that by going the business-as-usual way is expensive and with us helping you, we will commit that you will appreciate the trustworthy measure of quality, utility and safety, and their effectiveness and efficiency to ante up an uncompromising business performance. Then you will have a say if technology can be applied to accomplish your business goals easier and make stakeholders lives a little bit comfortable. You will have to wait and prove it yourself. In the meantime, allow us to declare, it can be done. Let's do it!

Did you check what makes conformance in business and technology different and why a better way is available to address them both contiguously and properly?

Business conformance is for business facilities invested, digital processes and otherwise, to benefit all stakeholders, acclaim trust without the usual directives to do so as fact of business matter. Ultimately, it's not only about regulatory compliance, it is about making sure everything is just and acceptable for everyone.

We must build them with unabating agility, not more fringe prepotency, in their architectures to develop congruous organizations and their strategies to a greater and stronger profundity to define and assure as well as achieve a praiseworthy advantage.   
 
We have been wielding technology to facilitate our businesses and accomplish a lot of things and its very own purpose is more than ever potent nowadays. 

Technology is key but they don't literally bring themselves or their own facility into play or we end up missing or wasting their most needed role in the organization.

A solid fundamental both for technical and business must be maintained and business conformance shall make stakeholders thrive, and to innovate and transform is a direction certain for salient exultation. 

You might be doing your best to make things work but they aren't just being dependable. @𝖎𝖈𝖑𝖆𝖘𝖘𝖊𝖉 you will find out the path easiest for your organization, the principal and your stakeholders and business conformance here was designed for varying circumstances and built for business first and, applicable and future regulations mandate. 
 
It is conducted semi-annually or annually. With choices on the number of hours that can be opted, either 48 hours recommended for smaller organizations or 72 hours for big and multinational companies. The selected hours will be staggered and distributed according to business schedules and preferences.

This is on a promotional period. Hurry, inquire now.

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[TW] IT documents, audit and leaders

IT documents comes with different names such as the following: - Manual or handbook, - Policies and procedures, - Management systems, - Project plans. In the real world we have various names with unique descriptions and purposes when in fact they could be made to do a uniform direction for which actions are based for the entire IT initiatives, probably the longest in IT lifecycle is operation. The problem is our inclination on something else which is wrong. IT remains an IT area. Business remains a business area. The same problem is carried out when we conduct IT audit. Most audit are missing the gists in which IT is being used by businesses. We once said that an effective IT audit is conducted by IT people themselves but there is something wrong with that even. Business and accounting people have been doing it with a different bias and preconceived notions which doesn't make the cut for IT direction and audit respectively. Leaders play the same game and so the problem continues an