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Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation Resilience

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Page 1: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

Paige Poore

Director of IBM Global Business Continuity Management

Best Practices: Driving a Risk Aware Culture at IBM

Next Generation Resilience

Page 2: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

Page 3: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

Scanning the Horizon

New Strategic Risks

Enhancing existing approaches

Are you ready for what’s ahead?

3

Page 4: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

4

Social

Analytics

Mobile

Data

IoT

Page 5: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

5

Lastsabout

19.7 minLasts about

2 hoursLasts about 7.5 hours

$1 millionMinor event

$4.3 millionModerate event

$14.3 millionSubstantial event

+ +

Page 6: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

Page 7: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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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Page 8: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

Page 9: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

Leverage multiple channels and formats to enable, educate

and reinforce the risk aware culture

SeniorLeaders

Executives & Management

All Employees

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Page 10: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

Page 11: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

-Lo

w

Internal Executive & SME Insights - Brand &

Country Level Input

External Insights

& Research

Emerging Risks

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Page 12: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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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Page 13: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

Page 14: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

1

2

3

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Page 15: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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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Page 16: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

Page 17: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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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Page 18: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

Page 19: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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.

Page 20: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

Page 21: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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

1 2 3

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Page 22: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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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Page 23: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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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Page 24: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

Thank you!

Paige Poore

Director of IBM Global Business Continuity

linkedin.com paige poore

[email protected]

twitter.com/poore27

Page 25: Best Practices: Driving a Risk Aware Culture at IBM...Paige Poore Director of IBM Global Business Continuity Management Best Practices: Driving a Risk Aware Culture at IBM Next Generation

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Continuity Insights Management ConferenceApril 20-22, 2015 Talking Stick Resort, Scottsdale, AZ