Archive for October, 2007

Oct 17th 2007 Process Performance Questions

  • Have your key cross functional business process been identified?
  • Are goals for key processes linked to customer requirements?
  • Are goals for key processes linked to supplier capabilities and requirements?
  • Are process goals linked to the organization requirements and objectives?
  • Is this the most effective process for achieving the process goals?
  • Have appropriate sub process goals been set?
  • Are sufficient resources allocated to each key business process?
  • Are the interfaces between process steps being managed?

Source:
Performance Improvement – A Classic Checklist
by Rick Sidorowicz
The CEO Refresher

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Oct 16th 2007 Are You Ready for Binding Corporate Rules (BCR)?

Companies adopting BCR can structure their own compliance approach for the entire enterprise that covers all legal entities across multiple national jurisdictions (including national laws in Asia-Pacific). Before considering BCR, companies need to ask questions in the following categories:

  • Evaluation – Has the organization performed a detailed analysis to determine if BCR is the appropriate path to take? Does the organization want to organize the BCR program by data-type (i.e., employee data versus consumer data)?
  • Code creation – Does the organization have an ability to create a companywide privacy code that can be enforced around the world?
  • Binding rules process – Does the organization have a compliance infrastructure in place today to detect or prevent acts of non-compliance or legal breaches? And are there legal consequences if it breaches its own rules or policy?
  • Selection of the primary DPA – Does the organization have access to one or more DPAs that is willing to serve as a liaison to other DPAs?
  • Legal definitions – Are there legal agreements in place to hold different members of the organization (including affiliates and subsidiaries) to compliance commitments?
  • Regulatory conflicts – Does the organization know (or have an ability to know) the regulatory conflicts that might exist between BCR and national privacy legislation?
  • Compensatory liability – Does the BCR program provide an objective process for determining the organization’s liability and exposure to data subjects in the event of a data security breach?
  • Governance structure – Does the organization have a governance structure that is sufficient to vigorously monitor and enforce compliance? And, is this structure visible to top management?
  • Budget – Are there sufficient resources to implement a BCR program? If so, is there one person or formal group held accountable for spending these resources?
  • Mapping and inventory – Does the organization have a way to identify all individual or household information in its control?
  • Policy and disclosure – Is there a policy in place that can be obtained by all key stakeholders including employees, customers, regulators and others?
  • Permission – Does the organization have a process in place to capture and honor the permission of data subjects (this may be optional depending upon the program)?
  • Assurance – Does the organization have an audit or verification process to evaluate ongoing compliance? And, is this assurance process objective or independent (especially in the eyes of the primary DPA)?
  • Security – Are there sufficient safeguards in place to protect information about individuals and households?
  • Redress – Does the organization have a process in place to ensure all complaints are handled appropriately, including escalation procedures to high management levels?
  • Awareness and training – Do all employees who handle data about people and households have a good understanding of their responsibilities under the BCR program?

Source:
The Conundrum over Compliance with Global Privacy Laws
by Dr. Larry Ponemon
Darwin Magazine, 04/25/2005

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Oct 15th 2007 Partnerships / Alliances Questions

  • Do you have a jointly developed strategic framework in place with your partner(s)?
  • Have you documented your needs based on your business’s strengths and weaknesses and shared them with your partner(s)?
  • Do you have a measurement system in place to document and track your partnership’s mutual benefits?
  • Are relational expectations documented between you and your partner(s)?
  • Do you have a jointly developed partnership agreement in addition to any contractual agreements you may have?
  • Do the sponsors of the alliance meet at least twice a year in face-to-face meetings to review alliance progress and strategic relevance?
  • Do you measure the relational components of the alliance along with its economic benefits?
  • Is trust a formal indicator that is measured and regularly reported within your alliance?
  • Have the teams implementing the alliance received formal training on building relationships?
  • Have joint communications and symbols of the alliance been prominently displayed in public locations?

Source:
How Well Are You Managing Your Current Partnerships?
by Stephen M. Dent
The CEO Refresher

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Oct 14th 2007 A.T. Kearney Offshoring Questions

  • Is there a right-size function or process to move offshore? Are 10 employees too few to move? Are 100 employees too many?
  • How are functions delineated? Are they portrayed by technology, business process or organization chart?
  • How will complexity and risk affect offshore decisions?
  • What are the issues to consider in terms of systems interconnectivity?
  • What is the lifecycle of the function that is moving offshore?

Source:
What to Move Offshore? Selecting IT Activities for Offshore Locations
A.T. Kearney

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Oct 13th 2007 11 Questions to Ask Vendors

The following are general questions that can be a starting point for an assessment of a potential vendor.

  • Does the vendor have a published privacy policy and does it limit data sharing?
  • How adequate are the vendor’s physical and electronic controls over data? Proof of controls would include self-certification such as a SAS 70 review or other independent checking.
  • Does the vendor have appropriate administrative controls in place?
  • Does the vendor subcontract projects that use your data to other U.S. and non-U.S. vendors? If yes, are there control procedures in place and are the procedures monitored?
  • Does the vendor have a history of litigation or regulatory enforcement actions that pertain to privacy, data protection or a general lack of compliance controls?
  • Does the vendor permit you to independently verify the privacy and security procedures that are used to protect your company’s data?
  • Have you reviewed the S&P reports of the vendor? If it is a public company, have you reviewed its annual report and other financial filings?
  • Does your vendor train employees to protect the data entrusted to them by your company?
  • Are the vendor’s senior executives willing to sign a pledge of compliance that states it will take all reasonable steps to comply with the terms of the contract and privacy policy of your company?
  • Is the vendor insured or does it have fidelity bonds to cover the possibility of a privacy or data security breach?
  • Does the vendor have a live feed or online access to your company’s data as part of the contractual requirement? If yes, is there some proof that access controls, identity management and authentication are in place.

Source:
Practice Safe Outsourcing
by Dr. Larry Ponemon
Darwin Magazine, March 2004

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Oct 12th 2007 4 Key Questions in the Relationship Compass

  1. How Deep Should the Relationship Be?
    • What is the strategic importance of this process now and in the future?
    • How complex is this process?
    • How much change do you anticipate in this process over the life of the contract?
    • How interdependent is this process with other processes in the firm?
  2. How Broad Should the Relationship Be?
    • Is the value in this process created through specialized expertise or through technology and repeatable routines?
    • How tightly interconnected are the activities within the process?
    • To what extent do you want to change this entire process?
    • To what extent does your own firm have the management bandwidth to manage multiple providers?
    • To what extent do you need a provider with market power to get the benefits you’re seeking?
  3. Whose Way of Working Should We Use?
    To what extent are we seeking each of these objectives:
    • Learning from the provider
    • Rapid implementation of standardized capabilities
    • Redirection of management focus to other areas
    • Access to new technology
    • Scale-driven cost reduction through standardization and centralization
    • A process that operates at the level of best accepted practice, in contrast to a highly customized or leading edge process
  4. Whose Assets Should We Use? (Physical Assets, People, Technology Tools)
    Does the organization or the outsourcing provider (OP) have:
    • Better access to advantaged assets–lower cost, higher quality, or both
    • A lower cost to acquire assets
    • Unique expertise in acquiring and managing assets
    • More opportunity to share assets with others to improve costs and handle fluctuating demand
    • Better ability to invest to maintain or improve asset quality
    • In addition, how important and difficult is it to integrate these assets with the organization?

Source:
Business Process Outsourcing Big Bang: Creating Value in an Expanding Universe
by Susan Cantrell
Accenture

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Oct 11th 2007 Values Questions

  • Do we pay attention to each stakeholder as an individual?
  • Do we respect each person’s views and interests?
  • Are we honest?
  • Do we keep promises?
  • Do we seek to “do good while doing well?”
  • Do we create innovative solutions to important, unmet human needs?
  • Do we look for validation of ideas in customer and end-user acceptance?
  • Do we put the interests of all stakeholders on a par with each other?
  • Do we take pride in our work?
  • Do we serve others in continually improving ways?
  • Are we reliable in looking out for others?

Source:
Establishing a Continuing Business Model Innovation Process
by Donald Mitchell
CEO Refresher, January 2004

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Oct 10th 2007 Organization Performance

  1. How do your customers view your organization?
  2. How do your suppliers view your organization?
  3. How do your employees view your organization?
  4. Has your organization’s strategy been articulated and communicated?
  5. Does this strategy make sense given the current and anticipated external threats and opportunities?
  6. Where are the gaps in terms of internal strengths and capabilities?
  7. Have the desired outputs of the firm and the level of performance expected been determined and communicated?
  8. Are all necessary functions in place?
  9. Are there currently functions that are unnecessary or that could or should be outsourced?
  10. Does the formal organization structure support the strategy?
  11. Where does the formal structure inhibit efficiency of executing the strategy?
  12. Have all relevant functional goals been established?
  13. Is all relevant performance measured?
  14. Are resources properly allocated?
  15. Are the interfaces between departments being managed?

Source:
Performance Improvement – A Classic Checklist
by Rick Sidorowicz
The CEO Refresher

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Oct 9th 2007 Vision Questions

  • Will it motivate you to join this organization and continue to motivate you once you are there?
  • Does it provide a beacon for guiding the kinds of adaptation and change required for continual growth?
  • Does it describe a future that is more attractive than the present?
  • Will it challenge you?
  • Can it serve as the basis to formulate strategy that can be acted on?
  • Will it serve as a framework to keep decision making in context?

Source:
Why Vision Matters More Than Ever
by Martha Lagace
HBS Working Knowledge, Feb 24, 2003

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Oct 8th 2007 Mission, Vision and Values

When strategic options and difficult problems arise, leaders ask questions such as:

  • Does this align with our mission?
  • Is this action in line with our vision?
  • Are we adhering to our values?

Source:
The Foundation: Mission, Vision and Values
by Paul B. Thornton
CEO Refresher

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