دانلود کتاب Agile Enterprise Risk Management: Risk-Based Thinking, Multi-Disciplinary Management and Digital Transformation

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Cover Half Title Series Page Title Page Copyright Page Table of Contents List of Illustrations Acknowledgments About this book Then Now Who is this book for? Organization of the book Introduction What’s driving the change we’re experiencing? Technology and technology-driven business models and the shift from capex to opex Process automation can displace people, even high-level people Cloud infrastructures level the playing field between startups and established companies Your company’s valuation depends on your keeping up with these trends Societal changes How can you prepare to compete? Implementing Agile ERM Agile ERM Artifacts Agile ERM operational processes Where do we go from here? Chapter 1: Context: COVID, BLM and upheaval Covered in this chapter VUCA: our current state Agile vs. agility Business agility, the one thing you need to survive The challenges you’re facing The pressure to execute a digital transformation Managing your business and risks as you transform Traditional approaches to strategy are losing validity Forces driving the need for new strategic approaches Traditional business management practices that no longer work Traditional risk management practices are seriously flawed All management is risk management You already manage risks—you intuitively know how to do this But are we actually any good at it? Why you need multi-disciplinary, integrated risk management Why multi-disciplinary? Why integrated? Any transformation has risks Controlled transformation is key to managing transformation risks The disciplines you will need to execute your controlled transformation Chapter summary Chapter 2: Enterprise risk management today Covered in this chapter Introduction The emergence and evolution of risk management RM vs. TRM vs. ERM vs. AERM Current State of RM The ERM process Set context in which ERM will operate Establish risk appetite and tolerance What is risk? Inventory risk sources Identify, map and prioritize where general operating risks occur Identify external drivers or forces that create risks and opportunities Strategy and execution: a chicken and egg problem Identify recurring and ad hoc decision processes Perform a risk assessment: inventory and analyze risks and develop management strategies Identify risks Analyze risks The traditional way A better way: quantitative analysis, incorporating uncertainty and variance Evaluate strategies and alternative treatments for each risk Select treatment for each risk Document your plan Establish integrated RM controls, policies and processes Implement, execute and monitor ERM performance Risk audit and risk assurance Evolve and improve your ERM Causes of substandard risk management Your goals for improving your risk management Why won’t traditional approaches to managing risk work going forward? Chapter summary Chapter 3: Digital transformation, business agility and risk Covered in this chapter Invention and innovation Invention and innovation cycles drive markets Various models illustrate cycles’ impact The BCG Growth-Share Matrix The Invincible Company: a portfolio of businesses Parallels among the models Implications for your business Digital’s strategic impact is forcing enterprises to rethink execution A strategy that reflects today’s digital realities demands revised operational capabilities Traditional enterprise structural and management models that will have to change The goals and challenges of transformation How and why risk management needs to change Chapter summary Chapter 4: The company you need to be Covered in this chapter Forces driving the target model of a business architected for the future Why do I need a digital transformation? The anatomy of your company—enterprise and business architecture A definition of enterprise Enterprise architecture Business architecture The anatomy of a digital business Operational infrastructure and API services Operational infrastructure API services Digital products and services factory Business intelligence and analytics Partner development platform Distributed governance model Digital transformation means transforming your enterprise architecture A preview of the transformation journey As-is EA and BA models To-be EA and BA models Gap analysis and implementation initiatives Execution competency and capability gaps Roadmap and execution plan Risk management and the controlled transformation journey Haven’t I already done some of this? AERM and the digital enterprise Chapter summary A bi-level model for early-stage and established businesses The case: a street cart Pre-MVP risk management—experimental and developmental phases Experimentation Development An enterprise and business architecture model of the business Applying the EA model to manage risk: elementary AERM Chapter 5: Planning the transformation journey and managing its risks Covered in this chapter Change vs. transformation Risk management and the transformational digital enterprise Three layers of risk Managing risks in conjunction with transformation Scoping and planning the transformation journey Establish who’s governing during the transformation and after Articulate your strategy Establish your physical model infrastructure—EA/BA models, KM repository, pattern library Establish the logical designs of your metadata repositories Your EA/BA models Your Taxonomy Your Pattern Library Initiate and monitor the ongoing governance and management processes of your EA/AERM effort Scope, plan and conduct your discovery effort Prioritize and schedule your discovery tasks Focus on business processes Business process discovery and management decision mapping Example: an order management process Inventory and document management and governance processes Execute discovery Compile the as-is EA/BA model Populate your as-is model Map known risks to your as-is model Establish your preliminary to-be model Precepts underlying to-be design decisions The to-be model framework Operational Infrastructure (OI) API services (API) Digital Products and Services Factory (DPSF) Business Intelligence and Analytics (BI/A) Partner Development Platform (PDP) Distributed governance model Define to-be governance and management processes Map as-is to to-be and conduct gap analysis AERM’s EA-driven approach to managing the risks of transformation Distill transformation initiatives and populate portfolio Analyze the portfolio and develop your transformation program Establish concrete business goals Establish priorities to sequence your transformation Chapter summary Company overview HiCTools’ strategic transformation goals Transformation risk considerations As-is model Organization and governance Product management and customer-facing elements Operational Infrastructure, API services Business intelligence/analytics To-be model Redesign of the organization, responsibility allocation and governance model Product management and the digital products and services factory Perform market research Produce product design and prototype Perform market test, exposing product to customers Commercialize and roll product out Operational Infrastructure, API services Business intelligence/analytics Partner development platform Gap analysis Organization and governance—people issues Operational Infrastructure API management Product management Business intelligence and analytics Partnership enablement Governance Capabilities and enablers—technologies, processes and assets Operational Infrastructure API management Product management, digital products and services factory Business intelligence and analytics Partner development platform Portfolio formulation and program design Guiding objectives Foundation and initiation: priority 1 initiatives Create plan to address cultural issues Select transformation leadership Stand up the change management team (transformation program management office) Define transformation governance processes to be employed Plan for organizational redesign Compile training and upskilling requirements Plan for transforming the product management function Define architectural subject matter expert (SME) team requirements Stand up the enterprise and business architecture team Stand up the knowledge management team Stand up the business process management team Compile a work-in-progress inventory Create a preliminary master program schedule Program execution: priority 2 initiatives Operationalize change management processes Produce technical architecture deliverables Deliver training Perform EA/BA modeling Knowledge management and taxonomy creation Business process mining—process inventory creation Digital Products and Services factory Design API architecture and implement API management Operational Infrastructure architecture and migration Program execution: priority 3 initiatives Produce technical architecture deliverables Business intelligence/analytics migration and implementation planning Developmental business lifecycle implementation Partner development platform How risks are reflected in the program Case 2 summary Chapter 6: Integration: Executing your digital transformation and integrating Agile ERM Covered in this chapter Ab initio Transformation and operational disciplines Disciplines enabling digital transformation Disciplines enabling Agile Enterprise Risk Management Disciplines for managing transformation Management and governance processes for transformation and ongoing operations Monitoring and management processes for transformation execution Transformation program outcome monitoring and management processes Operational management and governance processes Product development processes Value-stream Product Management Rapid product evolution and delivery Site Reliability Engineering (SRE) Developmental product portfolio management Operational management and governance processes IT operations management Change management Technology management Business process management Human resource management: staff availability, utilization, acquisition Implementing Agile ERM Precursors AERM operational processes Retrospective processes Measuring your progress Chapter summary Overview The lifecycle of an HPTCo bicycle The competition line The standard line Opportunities and challenges: the children’s division and digital transformation Strategic level Business model level Operating model level Operational architecture level Risk considerations and management Strategic risks Operational risks Design bikes Facilities—assembly, inventory, shipping, etc. Parts fabrication or procurement Sales order management, assembly, work order management, inventory ERP and accounting Marketing, sales Shipping Transformational Risks As-is EA/BA model Existing standard division operations Capabilities Enablers Existing HPTCo digital capabilities and enablers Operational infrastructure API management Digital products and services factory Business intelligence and analytics Partner development platform Distributed governance To-be EA/BA model scenarios Targeted to-be business and operating models Operating Model and Operational Architecture Scenarios Minimal change Outsourced assembly In-house assembly, hybrid sales Hybrid assembly, hybrid sales Risk-based thinking, risk-based decision-making Assumptions and concerns Gap analysis, transformation portfolio construction Transformation portfolio analysis and program construction Dependencies Children’s division Digital transformation The combined transformation program Program task breakdown by stage Risk management as reflected in the program design Case 3 summary Chapter 7: Book summary and the future of work Covered in this chapter Summary Context Traditional ERM Digital transformation, business agility and risk Digital transformation and business agility Traditional enterprise structural and management models that will have to change Managing the risks around transformation The company you need to be A definition of enterprise Goals and drivers The anatomy of a company The anatomy of a digital business Digital transformation means transforming your enterprise architecture Planning the transformation journey and managing its risks Change vs. transformation Risk management and the transformational digital enterprise The three layers of risks The transformation lifecycle Establish governance for the transformation and ongoing operations, thereafter Compile the as-is EA/BA model Focus on business processes Business process discovery and management decision mapping Identify and document management and governance processes Conduct discovery, populate your as-is model Map known risks from your risk register onto the as-is model Initiate and monitor your governance and management processes Establish your preliminary to-be model The to-be model framework Define to-be governance and management processes Map as-is to to-be and conduct gap analysis The AERM EA-driven approach to managing the risks of transformation Distill transformation initiatives and populate transformation portfolio Analyze transformation portfolio and develop transformation program Executing your transformation What you should have in place at this point Transformation and operational disciplines Management and governance processes: transformation, ongoing operations Monitoring and management processes: transformation program outcomes Management and governance processes: operations Implementing AERM AERM operational processes Retrospective processes Measuring your progress The future of work AERM, the future of work and your company Conclusion Glossary