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Conclusion: In today’s marketplace, a successful business needs to position itself strategically to be a leader in the market by either delivering services better and cheaper than the competition, or by disrupting the status quo to deliver services in a different way that empowers the consumer. To achieve this, organisations need to ensure their procurement plans are aligned with the business strategy and, where appropriate, identify in the ICT sphere where procurement is important strategically.
Organisations therefore need to identify the value a supply chain delivers to the business strategy. In doing so, the executive needs to understand the procurement activities that provide an advantage to the business in the marketplace, and which procurements may lead to a broader alliance with the supplier where mutual gain is possible to all parties involved.
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Conclusion: All organisations need to identify the value of their procurement portfolio. That is, to document and regularly review the portfolio to understand both the criticality of the contracts to business and the triggers that decide whether the technology is meeting the need and when actions need to be put in place to limit the risk to the business in the acquisition process.
With an improved situational awareness of the procurement portfolio, organisations then need to ensure alignment with the business strategy. The alignment can only be achieved with regular independent reviews, and by effective governance processes to ensure that the risk associated with procurement planning is contained.
Conclusion: Passwords will continue to be part of the landscape for the foreseeable future. Organisations, driven by the concepts of defence in depth, must implement techniques that enhance the security of the authentication process. Both products and processes can be enabled or added to help secure the creation, use and storage of passwords.
Each of the techniques mentioned can be used on their own to enrich the security. Some or all of them can be combined to further build the security. Most of them have little associated costs apart from deployment and perhaps training, but the cumulative impact on the robustness of the authentication process is significant.
Conclusion: People are and will be using passwords for the foreseeable future despite the numerous efforts underway to dispense with them. Managing them and particularly resetting them are ongoing costs for organisations.
Passwords are also a significant contributor to breaches. They are either captured during credential-grabbing efforts, leaked in a data breach or just too easy to guess.
Yet there are excellent guidelines in existence to assist people to minimise the possibility of passwords being cracked or guessed. Some involve implementing good policies, and most involve making it easier for users to create, remember and use passwords.
Conclusion: The need to see value from an enterprise architecture (EA) framework is essential, if for no other reason than to justify the cost. However, the business benefit of EA is not just the cost. It will also provide reduced risk and improved agility for the business in its use of ICT.
Many organisations struggle with how success or failure of EA should be measured. This paper provides the reader with guidance and advice on what to measure EA against and how that measurement could be presented as a key performance indicator (KPI).
In establishing KPIs for the EA framework your organisation has adopted, both business and ICT will jointly have a better understanding of the value EA brings to the enterprise, and be able to provide governance on the continuous improvement of your EA framework to achieve even better value.
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