Enterprise Risk: Ask This;

Enterprise Risk: Ask This;

TLDR: Ask This;

1. How frequently does your organization evaluate your organizations risk profile and assess its impact on the business strategy and plan?

2. How does your organization organizations become more proactive in considering and initiating change to enhance risk management and structure?

3. How does your organizations risk manager determine if your organization is exposed to risks that might be addressed with an alternative risk transfer programme?

4. Does your organization have a robust traditional risk management program that encourages risk awareness with proactive event reporting?

5. What considerations about risk management have taken place at the board level or among top management when strategies decision were made in the past?

6. What types of risk does your organization encounter and address in your risk management program?

7. Which industry standard for risk management does your Department or organization predominately follow?

8. How does information from the risk management process inform the strategic planning process?

9. Does the risk management process prompt management to look outside your organization for external events, including disruptive innovation, that might trigger risks for the enterprise?

10. Does management have access to a robust set of key risk indicators to monitor its top risks?

11. Why do you need to have risk management plans for high risk activities and special events?

12. What level of risk management competency does the board want to achieve across your organization?

13. How does your organizations integrated strategic risk management and internal control system?

14. Do you have a multidisciplinary risk management team that can help with AI model risk mitigation planning?

15. Does your organization have a robust process for using data to measure your organizations progress or achieve specific goals?

16. How does the risk management oversight structure relate to your organizations existing organizational structure?

17. How does enterprise risk and reliability management differ from compliance at your organization?

18. Do you have an executive dashboard reporting system that puts application security within the context of key enterprise risk and financial metrics?

19. How well does the board understand how business segments interact in the overall organizations risk portfolio?

20. How does outsourcing of various functions change the risk environment and expose your organization to new risks?

21. How can one use hard data, soft data and other information to factor risk into business decision analysis?

22. Does the finance organization provide leadership, technical expertise, and resources to support your organizations enterprise risk remediation activities?

23. What do recent risk events experienced by your organization suggest about the effectiveness of your organizations risk management processes?

24. Does your organization consider risk management as important to achieving the enterprise objectives?

25. How does a public sector organization measure its risk culture and the effectiveness of its processes?

26. How difficult does your organization find the risk identification and risk assessment process?

27. What elements of project risk management are necessities for your organization to implement?

28. Does the existing risk management process tend to focus on already known risks mostly linked to internal operations and compliance issues?

29. What are some types of risk and control programs or teams that might have a centralized program across all payment types?

30. How would you rate your organizations current use of technology infrastructure to support risk management?

31. What information and risk management process is required to strategically manage identified risks?

32. What were the reasons for the impact of that risk being much less severe than it could have been?

33. How are climate risks and opportunities within operations and across the supply chain considered in the enterprise risk assessment and management process?

34. Are you looking to raise awareness of risk management concepts and techniques to enable your enterprise to identify risk and develop an appropriate plan to manage potential threats?

35. How does an enterprise risk manager find a way to descend from the general, theoretical principles articulated in the COSO guidance and become grounded in the day to day operations of a organization?

36. What roles do institutions assign to your organization wide, independent risk management group?

37. Does the board charter or its delegated committee have defined risk oversight responsibilities and the resources available to execute the role?

38. Is there an effective process for reliable reporting on risks and risk management performance?

39. Does your organizations risk management process explicitly prompt management to identify strategic risks?

40. Will the project risks being managed be according to the projects risk management process?

41. Does the board have access to unfiltered information from management about the risks facing your organization?

42. Does the audit committee understand the key components of your organizations risk management framework?

43. Is there a process for identifying your organizations critical enterprise risks for purposes of prioritizing the boards risk oversight focus?

44. How likely would you or your business be to hire an actuary to fulfill a risk management role?

45. How would a loss from a key risk affect incentive compensation of top management and planning/budgeting?

46. Has the crisis affected your organizations risks management analyzed according to the risk map?

47. How one tests if the risk limit metrics have the right linkage to the enterprise risk tolerances?

48. Has your organization developed formal enterprise level risk appetite and/or risk tolerance statements?

Organized by Key Themes: RISK, MANAGEMENT, DATA, ESTABLISH, SECURITY, COMPLIANCE, DEVELOPMENT, AUDIT, BUSINESS, ENTERPRISE:

RISK:

How might risks change in severity, and what supporting assumptions may change, at varying levels of performance?

Make sure the Business Risk and Control Officer is responsible for monitoring and reporting on the impact of decisions and controls to the relevant business group and enterprise function and supporting interpretation of policy, guidelines, and governance programs as the front line liaison to Independent Risk Management leaders for moderate to high risk and complex enterprise risk programs.?

What tools are you using to gauge your risk governance effectiveness, and with what results?

Make sure the team also provides information, analysis and support to those responsible for risk management strategy and execution, ranging across line managers, state managers, business unit leaders and enterprise risk managers.?

Do you regularly monitor your risk status for early warning signs that changes are needed to your controls and/or objectives?

Oversee the execution of Risk Program Office to ensure transparent reporting of risks and remediation plans at the business line organization level and overseeing the completion of large programmatic change in alignment with enterprise risk framework.?

Is research & development investment adequate to keep up with competitor product development?

Make sure your group works with a cross-functional team in planning, developing and implementing initiatives in order to analyze internal practices, understand the business risk management needs, and research both internal and external solutions for process improvements.?

Do you have a program ready to build and maintain staff morale during the response and recovery to a crisis?

Ensure you are able to develop and maintain effective working relationships with members of business units across the enterprise to ensure cooperation and compliance with risk management initiatives.?

Is it assumed that the Insurance Intelligence tool would be leveraged to support any additional reports that are developed?

Liaise with business unit, function and regional leadership and their core delegates to expand risk management capabilities, ensure appropriate governance structure and risk culture, and guide risk management solutions and activities across your organization to help support business objectives.?

Do you maintain a complete inventory of all of your critical assets that includes ownership of the asset?

Ensure complete and proper identification and assessment of risks in the business units key processes in accordance with the Enterprise Risk Framework, internal guidance and risk management professional standards.?

What tools are being developed to assist management in reporting on risk and risk management?

Operate a rhythm of the business for managing risk management and mitigation; guide process owners in implementation of mitigation strategy and implement processes to monitor and report on success.?

How will the employee reporting the information be advised of conclusions and actions taken?

Work collaboratively with business unit leaders to identify key risks, assess severity of risks, aggregate and prioritize risks, obtain management approval for appropriate risk treatment strategies, and regularly monitor and report residual risks through reporting and both targeted and enterprise-wide risk assessments.?

Will your contract include the right to issue and administer periodic performance assessments?

Collaborate with business units and risk management functions to ensure appropriate model control standards for all businesses are consistent with organization wide policies.?

MANAGEMENT:

Has the board devoted sufficient resources to creating and maintaining an adequate risk management and assurance framework that functions across its extended enterprise?

Make sure the department analysis reporting and data output, as well as system administration and project management all must maintain strict compliance with Entity level and business line processes key and secondary SOX controls, regulatory requirements and corporate policies.?

How will changes in technology and processes affect financial services requirements and efficiencies?

Check that your staff consults and supports interpretation of policy, guidelines, and governance programs as the front line liaison to Independent Risk Management leaders for moderate to high risk and complexity enterprise risk programs.?

What significant changes took place during the year in the markets in which your organization operates?

Work closely with business analysts, system administrators, department manager and/or supervisor in obtaining the skills, techniques and knowledge to ensure all reporting projects and development are properly tested, validated and documented as they progress and follow the departments project methodology and documentation standards, and change management requirements.?

Does senior management and the board of directors understand the major risks your organization faces and take steps to ensure work units are identifying, measuring, controlling and monitoring risks?

Analyze and manage risk management issues by identifying, measuring, and making decisions on operational or enterprise risks for your organization.?

Has the policy been distributed to all employees and contractors for whom it is applicable?

Oversee that your strategy is responsible for managing relationship(s) between a Business Units Portfolio Manager(s) and the Enterprise Portfolio Management Office (EPMO) to ensure pertinent information is gathered, maintained, addressed and distributed.?

How should management formulate conclusions with respect to internal control over financial reporting?

Check that your design is understanding various facets of business and/or IT processes, concepts of enterprise risk, internal controls, ERPs and CRMs, cloud solutions, corporate compliance and regulatory mandates, portfolio, program, and agile team management, technical aspects of information systems, financial reporting concepts, and systems development methodology;.?

What is the relative importance of the control and is the overall control objective achieved by interaction with other control activities and mitigating factors?

Safeguard that your team is working with all levels of management throughout the enterprise to enhance contingency plans and update business recovery plans and standards based on changing member and institutional needs in mitigating the occurrence or impact of an internal or external event or systems service failure.?

How to effectively assess risks across the business and driving accountability and ownership?

Be confident that your process has involvement in developing communications and delivering key information effectively to stakeholders and all levels of management to influence decisions centered around business optimization.?

What is the relationship between the security controls and your organizations policies and procedures?

Verify that your team leads the vendor performance management program; collaborates with business owners of vendor relationships to ensure compliance with vendor management policies.?

What talent issues will put strategic plans most at risk and prevent achieving objectives?

Certify your process manages a team with accountability for all aspects of health plan risk management and risk prevention activities.?

DATA:

How is the risk assessment linked to the proportionate and effective measures to detect fraud?

Interface with peers on the Technology and Data team as well as leaders of business units throughout Bottom Line, to both share and solicit their involvement in strengthening the enterprise risk posture.?

Have you analyzed and assigned appropriate levels of likelihood to each risk event and opportunity?

Support internal audit execution activities (as a supervised team-member), including development and execution of tests of controls and validation/substantive tests of details and data analytics, analyze business process and internal control documentation, and documentation of testing results and findings.?

How does your organization organizations become more proactive in considering and initiating change to enhance risk management and structure?

Safeguard that your workforce supports cross-functional decision-making, including corporate and business unit strategy, enterprise model design, data strategies and insights, and optimization of data and decision support systems to enhance the (internal) customer success program.?

Has it been made for sound reasons, has it adequately balanced the key factors and interests and is it defensible if challenged?

Collaborate with Enterprise Fraud Governance team to identify businesses changes requiring independent monitoring and develop a process to support data driven challenge of fraud RCSAs.?

When was the last time you performed a risk assessment on your vendors and outsourcing providers?

Develop and deliver essential data profiles for public facing systems across the enterprise resulting in an improved enterprise risk posture and more efficient incident response capabilities.?

How much time and effort is required to create a risk register and complete a risk assessment?

Establish that your group provides leadership and expertise in working with I/T and other business partners to ensure data captured by systems is verifiable, validated using appropriate sources, and complete.?

What other research areas can benefit from the skills and competencies of accounting professionals?

Be confident that your strategy leads IT research and development groups that design business application architecture, data and technologies, for multiple departments and platforms.?

How are you planning to implement new technologies to enable better strategic risk management?

Ensure your design collaborates with business units to identify the relevant data used in analyses and modeling and to ensure that it is collected, retained and documented.?

Is there a verification procedure defined for each requirement in the requirements specifications?

Establish that your personnel interacts with other parts of your organization to understand business and data and with modeling team lead to define specific analytical tasks.?

How are you using technology platforms to drive greater integration in your approach to compliance?

Be certain that your operation is responsible for developing and implementing your data strategy, working cross functionally with leaders across the business to identify and deliver analytics that drive business results.?

ESTABLISH:

Should risk measures be formally incorporated into planning performance measurement and compensation?

Establish that your group performs assessments for both internal functions and vendor controls that address the specific business continuity and disaster recovery risks and incorporate into the overall IT and enterprise risk ratings and architecture.?

How do you experience that the work of the CRO is perceived in the rest of your organization?

Establish goals, objectives and create work plans for compliance, audit, Corporate Integrity Agreement, and enterprise risk activities on an annual basis.?

Can actuaries now make the leap to be recognized as leading risk experts outside insurance?

Establish that your operation is responsible for cultivating and maintaining effective working relationships with all levels across the business to support growth of business, foster and sustain a strong safety culture, and develop sustaining sponsorship for S and RC initiatives.?

How are other organizations tracking third party security plans to prioritize access availability of services?

Establish that your operation analyzes and monitors metrics and return on investment indicators to track the effectiveness of strategic initiatives, business plans, marketing and promotional efforts.?

Has the board devoted sufficient resources to creating and maintaining an adequate risk management and assurance framework that functions across its extended enterprise?

Establish that your company treats (internal) customers with respect, courtesy and tact; listens to (internal) customer and interacts with (internal) customer as a person while maintaining business relationships.?

Does you organization have specific written strategy or policy for assessing and managing technical risk?

Establish that your strategy keeps the committees updated on key internal/external factors, including regulatory issues, affecting your organizations Investment and Derivative Profiles.?

Has the policy been distributed to all employees and contractors for whom it is applicable?

Establish that your team leads and coordinates all activities related to disaster recovery processes, including mainframe recovery, continuity planning, recovery support, and distributed systems recovery.?

What innovations or new product lines will benefit industry while also contributing to public safety and population health during emergencies?

Establish that your company is leading transdisciplinary technical teams in the economic modeling of integration and/or deployment challenges associated with technology or financing innovations through analytical, experimental, or model-based assessment.?

How is the CRO, who may be an actuary, going to support the CEO and facilitate the prudential management of the general insurance organization?

Establish that your company on a mission to create multi-generational prosperity throughout the Connecticut community through education, collaboration and the support of local commerce.?

Does your organization have dedicated roles for managing third party risk across the extended enterprise?

Establish that your company recommends, researches, revises, and or develops new and existing safety and security policies, procedures, and protocols.?

SECURITY:

Does the finance organization provide leadership, technical expertise, and resources to support your organizations enterprise risk remediation activities?

Check that your team partners with the lines of business, Enterprise Risk and Compliance, Audit Services, and Legal, to support enterprise Information security risk and compliance initiatives.?

How do you identify and measure the threats/risks that could impact on the achievement of your business objectives?

Make sure the team is actively working to implement a controls focused mindset, shift your approach from a compliance focus to a risk focus, and establish meaningful metrics to truly measure enterprise risk and the effectiveness of the Information Security practice.?

How are international locations and recent acquisitions incorporated into the compliance process?

Analyze ICAM trends and latest requirements, assesses the impact of emerging security threats on the enterprise risk level, recommends technology direction and/or adjustments to incorporate in overarching Agency strategy, solutions, and business plans.?

Does your organizations risk management framework, policies and practices extend to the supply chain?

Assess security practices to ensure protection of the confidentiality, integrity, and availability of (internal) customer and corporate data is in line with your organizations enterprise risk appetite.?

How do senior leaders determine top organizational risks, and which risks to report to the board?

Guarantee your operation is conducting an enterprise risk assessment and developing your organization Information Security Risk Assessment Report that addresses all findings from the assessment.?

Does the board of directors or CEO sign the information security policies at least annually?

Confirm that your team collaborates on the development and implementation of an enterprise risk based cybersecurity program that ensures prioritized and appropriate levels of protection for enterprise systems.?

Do risk reports align risk information to the achievement of your organizations major goals and strategies?

Certify your staff develops, implements and manages the strategies, initiatives and tactical planning to include Security Operations Centers, Threat Management, Investigations, Enterprise Risk Services and Technology to achieve operational goals and objectives.?

How can team based and community based care approaches that emerge after a disaster be sustained?

Verify that your personnel is using this model the Insights and Automation team helps other security teams with vulnerability management, resolving configuration issues, triaging security incidents, and understanding your enterprise risk portfolio.?

Who is responsible for authorizing, taking, controlling, and evaluating each type of risk?

Make sure the Application Program Security Manager is responsible for an enterprise-wide application and software security program and enterprise risk assessments of company owned or controlled infrastructure, platforms, software and applications.?

Is attendance monitored to determine the directors level of involvement and participation?

Lead the assessment of enterprise risk focusing on security control and protection of member and employee Personal Identifiable Information (PII); make recommendations to management.?

COMPLIANCE:

Is it possible to meet HIPAA compliance requirements while deployed in the cloud provider environment?

Provide visibility of compliance issues/concerns to the Chief Ethics and Compliance Officer, Office of Business Practices, Divisional leadership, and Enterprise Risk Advisors.?

Is the function able to plan, assess, and manage increased demands from regulators and the business?

Make sure your operation advises stakeholders by providing business planning guidance to include research, development, planning and implementation of procedures and processes to increase business viability and ensure compliance and/or product competitiveness and profitable growth.?

Do audits reference concept of materiality, sampling techniques using a risk based approach?

Confirm that your staff is involved in supporting audits of compliance functions and leading AML, Sanctions, and Enterprise risk assessments.?

Is there a process for monitoring and reporting critical enterprise risks and emerging risks to the board?

Make sure the financial affairs of BCM include the operating and capital budget, allocation of fiscal resources, development of policies and procedures, external audit and financial regulatory process oversight, operation of financial systems, evaluation of business decisions, all financial reporting, accounting, tax compliance and reporting, financial regulatory reporting, and financial planning.?

Does the audit report address the root cause of problems and recommend actions to correct problems?

Participation in enterprise risk assessments to identify and prioritize potential areas of compliance vulnerabilities and risk and recommend corrective action.?

Does medical error disclosure violate the medical malpractice insurance cooperation clause?

Make sure your process ethics and Compliance (E and C) focuses on what the organization needs by partnering closely with the business stakeholders to help create, support and enable an embedded ethics and compliance framework.?

Does your organizational culture reinforce your strategy and help you take the right decisions on risks?

Check that your process works closely with business units, model owners, and MRM staff to ensure compliance with policies, procedures and initiatives.?

What tools and processes are currently in use to monitor network activity, and how are you being alerted if irregular activity is detected?

Be sure your operation is responsible for scoping and managing business systems projects that deliver products to support work processes as well as compliance with insurance and other regulatory requirements.?

Are there differences between what the client has in scope / tests and the external auditor?

Ensure your strategy ensures compliance of Business Unit portfolio with company and regulatory policies and procedures, including adherence to EPMO processes, procedures, controls, standards, tools and templates (with priority).?

What needs to be done in practice to keep risk management aligned with changing strategies?

Interface so that your organization assures consistency in Business Continuity policies and procedures, as well as alignment to the overall business strategy; assures compliance with organization standards and systems in the area of Business Continuity.?

DEVELOPMENT:

Do you provide some assurance that there is in fact an action plan with people responsible for addressing issues now?

Lead the development and implementation of an annual audit plan based upon an enterprise risk assessment to ensure Figure is following written policies, standards and procedures.?

Is the infrastructure in place sufficient to accomplish the objectives management and the board wish to achieve with respect to risk management?

Lead the development and execution of the Figures enterprise risk and risk appetite framework and related processes to achieve the organizations short and long term strategic, financial and operational goals.?

Where should your organization enhance its risk management processes to have maximum benefit and impact on its ability to achieve business objectives?

Explore, recommend and enable development of innovative benchmark business models, processes, platforms and products to enhance EHS and S performance of your organization and key partners across the value chain, in line with strategies and goals.?

Has your organization defined climate KPIs that are aligned with its climate transition strategy?

Invest in the development and integration of programs, plans, strategies and processes to meet business goals for authorization, such as sourcing strategy for commitment of work, cost imperatives, deployment analysis and impact mitigation.?

Are there measures in place to monitor performance and is regular quality checking undertaken?

Ensure your design works closely experienced with the development of service levels, performance measures, and business process improvement initiatives.?

What do you consider as current challenges with respect to achieving efficiency of existing risk operations for the strategic risk function to be successful?

Establish that your group partners with strategy leaders, business and solution architects, release train engineers and scrum teams to drive development of solutions from ideation to launch.?

Are you developing a new line of business, experiencing growth or in a post merger environment?

Develop and lead strategic plans and analyzing business information to create complex Success Plans for strategic accounts, develop and streamline operational Playbooks and processes, invest in the development of developing best-practice training for the (internal) customer Success team.?

What strategies can be promoted to facilitate information sharing during and after disasters?

Guarantee your staff documents business requirements and communicates such requirements to the operational and development teams for the design and implementation of business solutions.?

Do you have a contract or MOU with your partner that includes protections and contingency plans?

Serve as a strategic business consultant to specified lines of business (LOBs), providing financial analysis and guidance to support key decisions and initiatives that include new product development, pricing, profitability, expense efficiency and value creation ideas, new investment business cases, and potential divestiture or acquisition opportunities.?

Has a formalized process been defined to evaluate risk appetite in accordance with shareholders?

Be confident that your group has involvement in business requirements documentation, process mapping, process re-engineering and managing large, complex, multi-function and/or multi-business line system project development, deployment and implementations.?

AUDIT:

Which key performance indicators do you take into consideration when making technology investment decisions?

Support the enterprise risk assessment process and invest in the identification of high risk areas and the development of dynamic audit plans.?

Have requirements for coordination between internal survivability organizational elements been defined and a process for surfacing and resolving technical issues identified?

Liaison for the audit, compliance and enterprise risk areas for relevant assessments performed and actively involved in resolving findings to ensure future compliance.?

Do you have a multidisciplinary risk management team that can help with AI model risk mitigation planning?

Participate in ongoing enterprise risk assessment process and invest in developing and executing a dynamic audit plan to address high risk areas.?

How does the matching service test the listings it provides, since the appropriate match is the true value that it is offering?

Safeguard that your process is mastering key organization policies that Internal Audit provides assurance on, including the implementing guidelines and procedures.?

Is the monitoring plan linked to risk assessments to make sure highest risk areas are covered?

Lead business groups understanding, processing, and implementing of remediation/corrective action plans that address monitoring findings or other audit finding.?

Are needed to adequately protect the information systems that support the operations and assets of your organization?

Provide consulting support to IT leaders, Cloud Operations leaders, line of business leaders, internal audit, and external auditors relative to the full range of disaster recovery and business continuity issues and resolution planning.?

What has your organization already developed/conducted with respect to a risk framework and/or risk assessment?

Warrant that your operation executes audit work in accordance with organization and your organizations Inspection Group policies and procedures.?

Are the results of each formal technical review documented, including errors found and resources used?

Assure your operation validates the sufficiency and suitability of business corrective actions to address audit recommendations for supervisory review.?

Is the work covered by the performance evaluation similar to that which will be performed on the project?

Be certain that your process conducts independent audits according to the audit plan and develops appropriate documentation to support audit work performed.?

How will the employee reporting the information be advised of conclusions and actions taken?

Invest in audit liaison activities including entrance and exit meetings, managing the audit response process and reporting on the status of related corrective action plans.?

BUSINESS:

Have qualified staff been assigned to perform external dependencies management activities as planned?

Make sure your process maintains key stakeholder relationships and acts as liaison between your organization and key business partners/business executives in the development and execution of the audit plan.?

How do you continuously and effectively drive the right risk behaviours across your organization?

Maintain cross functional process knowledge across technology and business organizations to ensure all processes are streamlined and part of the larger seamless ecosystem.?

What are the greatest risks, inherent and emerging, that could keep your organization from achieving its strategic objectives?

Design remediations for enterprise risks in areas as network connectivity, application data flow, emerging technologies and business processes.?

Are regulatory compliance reports, audit reports and reporting information available from the provider?

Operationalize process improvement initiatives, including establishment of continuous monitoring models across key business and IT processes and performance metric reporting.?

Will it be used to share information with other members of the care team in different practices?

Maintain and enhance the relationships with colleagues in the Audit, Tax and Advisory practices, as well as each of the Business Process Groups, to ensure the effective development and delivery of practice-based ethics training courses.?

Are the background and experience of prospective employees checked and references obtained?

Make sure your strategy identifies, recommends and monitors business actions for compliance; tracks implementation through use of action plans and maintains documentation of compliance activities.?

Do you have a contract or MOU with your partner that includes protections and contingency plans?

Interface so that your group is responsible for delegation of underwriting authority and attestations of underwriting team; maintain and improve an appropriate referral and delegation process based upon involvement and skill sets, and partner with Corporate Underwriting for items outside of Business Unit authority.?

Which business model does your organization need to operationalize to follow its strategy?

Provide strategic oversight and guidance to internal stakeholders on matters related to sourcing strategies, monitoring of key business relationships, formal governance implementation and providing controls over external vendors and internal affiliates.?

Has the board devoted sufficient resources to creating and maintaining an adequate risk management and assurance framework that functions across its extended enterprise?

Be sure your group is responsible for establishing, building and maintaining strong internal relationships across all lines of business to ensure consistent and frequent referral activities.?

Does regulatory capital arbitrage, reputation, or asymmetric information drive securitization?

Interface so that your process is involved in utilizing techniques as architecture modeling, alternative analysis, tradeoff analysis, and portfolio analysis to drive business outcomes.?

ENTERPRISE:

Are all strategies reviewed periodically to determine whether the strategy is still appropriate for the risk?

Secure that your process provides leadership and sets direction for the a team of professionals supporting enterprise-wide business development initiatives and has overall responsibility for establishing financial evaluation policy and practices pertaining to the development of business cases and related value propositions.?

Does the board oversee and set the compensation of the CEO and other executive level officers?

Liaison so that your strategy leads enterprise architecture team to identify and analyze business needs for future innovative technology, develops solution architecture requirements, and determines potential impact of technology solution.?

Do you know the location from which the provider will deliver support and management services?

Safeguard that your group serves on IT planning and policymaking committees; drives the development of enterprise security technology standards, governance processes and performance metrics to ensure the services consistently deliver value to the enterprise.?

Do you provide some assurance that there is in fact an action plan with people responsible for addressing issues now?

Confirm that your workforce collaborates with enterprise partners to facilitate the development of business rules, requirements and artifacts for business projects and initiatives, and responsible for required documentation of business decisions.?

What do recent risk events experienced by your organization suggest about the effectiveness of your organizations risk management processes?

Make sure your strategy translates non-functional and functional requirements into end-to-end analytical solution designs, ensuring solution aligns with business goals and processes, uses and provides enterprise information consistently, integrates effectively with other applications and supports a common application environment.?

How effectively can information technology be leveraged to support your organizations risk and control framework?

Be certain that your strategy creates strategic roadmaps for transitioning to target enterprise future state, in alignment with business and technology goals while analyzing (internal) client requirements and collaborating with R and D divisions to provide ongoing support.?

Does the revised strategy align to the mission, vision and core values of your organization?

Make sure your team works collaboratively and advises diverse business areas across the enterprise on the development of legally compliant solutions for newly enacted or revised mandates.?

Are your network operations and security operations handled separately within your organization?

Make headway so that your strategy is developing, updating, and Implementing emergency preparedness programs and procedures to ensure the effective, efficient, and successful business continuity process for the enterprise.?

Are employees afraid to make a decision or accept risk, even if it is clearly within your organizations risk appetite/ tolerance?

Utilize an enterprise perspective while serving as critical connection point to the rest of the organization on all components of your business to aid in development of new initiatives and execution of your new solutions.?

Do all strategies and solutions developed to address risks have criteria built in by which the success or failure will be evaluated?

Safeguard that your personnel works collaboratively with Culture Transformation, Communications, Human Resources teams and Enterprise Transformation leaders at all levels to ensure integration and alignment of business plans.