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Strategy 2022: A Holistic View
Tony HayesInternational President ISACA2013-2014
© 2012, ISACA. All rights reserved.
Agenda
Strategic aspirationReview initiativesDiscuss next steps
2
Strategic Aspiration
By 2022, ISACA should become the foremost global organization on the topic of trust in and value from information and information systems, providing constituents with distinctive new knowledge and services. ISACA must also provide an expanded set of offerings to help constituents and others enhance the governance and management of information and information systems assets in order to enhance trust in and capture optimal value from IS investments.
3
The Initiatives
1. Expanding products for our current constituents2. Creating new products for new constituents3. Targeting industries and building enterprise relationships4. Strengthening our operating model
4
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Horizon 1 Horizon 2 Horizon 3
5
Market Validation
1. Expanding products for our current constituents
2. Creating new products for new constituents
3. Targeting industries and building enterprise relationships
4. Strengthening our operating model Low
Medium
High 3
High 2
High 1
Series 1 InitiativesExpanding products for current constituents
1A. Continue to provide knowledge offerings that address cloud or outsourced computing services as they relate to current constituents.
1B. Expand knowledge offerings for governance activity roles to provide more practical guidance in areas of implementation and value capture.
6
77
Series 1 InitiativesExpanding products for current constituents
1C. Expand knowledge offerings on privacy targeted at current constituents.
7
Implementation guidance, good practices and processes for managers and practitionersAimed at wider audience interested in privacy issues
H1
8
Series 1 InitiativesExpanding products for current constituents
1D. Develop an approach to scanning for relevant megatrends and determining ISACA’s response to them.
99
Series 2 InitiativesCreating new products for new constituents
2A. Pragmatic knowledge and other offerings targeted at information systems security practitioners
9
Pragmatic, nontechnical implementation guidance and good practices on security managementAudiences: Junior security practitioners; security managers and practitioners; senior professionals with a security interest
H2
101010
Series 2 InitiativesCreating new products for new constituents
10
2B. Offerings for IT demand and delivery professionals to develop, implement and run systems using best practices that address risk, security, assurance and value considerations of their enterprise
IT solution designersIT operations
H3
11111111
Series 2 InitiativesCreating new products for new constituents
11
2C. Offerings for business buyers (e.g., IT vendor managers), purchase influencers, and business end users on how to evaluate information systems solutions and ascertain information systems provider trust L
1212121212
Series 2 InitiativesCreating new products for new constituents
12
2D. Offerings targeted toward enterprise risk professionals (in addition to IT) such as operational risk professionals and financial risk professionals
Cross-silo IT risk management framework for multiple audiencesGuidance on risk governance and oversight for senior audiences
M
131313131313
Series 2 InitiativesCreating new products for new constituents
13
2E. Offerings for new data-centric roles within enterprises (e.g., chief data officer) that explain how to build data governance and management mechanisms (e.g., how to describe decision rights around data) L
14141414141414
Series 2 InitiativesCreating new products for new constituents
14
2F. Practical guidance around privacy targeted at operational roles (e.g., privacy officer) and possibly regulatory roles M
Refinement:Link to 1C
15
Series 3 InitiativesTargeting industries and building enterprise relationships
3A. Create an enterprise assessment program to enable third-party assessment bodies to assess the level of trust in third-party technology provider services and level of COBIT maturity.
15
Possibly, enterprise assessment of maturity level, using industry benchmarks
H2
1616
Series 3 InitiativesTargeting industries and building enterprise relationships
3B. Create a new enterprise membership program to enable a previously untapped group of individuals to benefit from ISACA frameworks and guidance by offering a differentiated value proposition vs. individual membership.
16
Enterprises that would benefit from broad adoption of COBITEnterprises seeking simpler billingEnterprises that embed ISACA IP
H1
171717
Series 3 InitiativesTargeting industries and building enterprise relationships
3C. Introduce industry-specific extensions of core offerings in risk, security and assurance for traditional IS constituents.
17
Guidance and good practices in implementing COBIT in specific industries, mapped to industry regulations
H3
HR, technology Relationships General
18
Series 4 InitiativesStrengthening operational model
19
Series 4 InitiativesStrengthening operational model—HR, Technology
4A. Enhance marketing capabilities in support of S22 initiatives.
4I. Ensure program management capabilities exist to facilitate ongoing execution and reporting on progress of strategic initiatives.
4H. Ensure business analytics exist to consistently provide the information and analysis necessary for ISACA’s decision making and reporting needs.
4L. Ensure appropriate reflection of strategic objectives in the skills and experience of volunteer and staff leadership.
20
Series 4 InitiativesStrengthening operational model—Relationships
4B. Expand government outreach activities to increase ISACA’s continued relevance.
4C. Develop an approach to key account management to accelerate knowledge offering uptake and individual membership growth among enterprises. 4F. Develop key strategic
partnerships with critical organizations.
4D. Bolster uptake of online communities. 4G. Assist chapters in
understanding the new ISACA initiatives and their important role in local networking and educational opportunities while also allow for leadership development.
4J. Develop and begin execution of a plan to build relationships with enterprises in priority geographies and sectors.
21
Series 4 InitiativesStrengthening operational model—General
4E. Enhance knowledge development and distribution processes.
4K. Manage the risk associated with S22.
Ensure key stakeholders are fully informed and briefed on S22
Finalize a consistent approach to using COBIT 5 for each initiative. Ensure that the volunteer structure is aligned with the
strategic objectives. Monitor those items on the lower end of the priority
range. Finalize a high-level, yet comprehensive, reporting
system.
22
Next Steps