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Zoom work culture: is it the ‘new normal’ and what are the risks?

5/6/2020

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A summary of the second installment of the GRC 'virtual' Supper Club trilogy (the 17th event overall), which took place on 28 May, 2020
Zoom hasn’t only been responsible for hosting more quizzes than Bamber Gascoigne and Magnus Magnusson put together during the lockdown period; the video conferencing platform has also enabled businesses across the world to overcome many of the challenges presented by large scale homeworking – which has suddenly become a forced necessity, rather than a convenient and occasional alternative.
Zoom Culture & The Risk Environment
This collaboration tool – and the remote working culture it breeds – has the potential to become the ‘new normal’ for many businesses long after the Covid-19 pandemic has been consigned to history. But what about the potential risks?​

​With this in mind, we decided to ask our three esteemed speakers: will companies start to embrace the ‘Zoom’ work culture and how will this impact their risk environment?

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Like a phoenix from the flames: GRC (virtual) Supper Club takes flight

22/5/2020

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​The first virtual Supper Club – minus the food – kicked off with our host Lee reminding us why we had swapped the swanky confines of The Groucho Club for a video conference at the kitchen table: PPE facemask, suit and tie certainly isn’t the norm at our live events. ​With all the pleasantries taken care of and a quick virtual cheers, it was time to let our first esteemed speaker take the floor - or screen in this case – to give us their expert opinion on our chosen topic: will Covid-19 lead to a reframing of Operational Resilience in the boardroom?
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GRC Supper Club: Operational Resiliency and the Interconnectedness of Risk - by Michael Rasmussen

18/5/2020

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​The past two months have been a crazy whirlwind of webinars, phone calls, and video meetings. Organizations the world over have been asking for calls on how to respond to the pandemic from a GRC perspective, and what the world of GRC will look like and how corporate governance, enterprise risk, and compliance and ethics management will change coming out of the pandemic. 
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Operation Resilience: your mission if you chose to accept it! ... this message will self destruct in 5...4...3...

28/11/2019

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Author: Lee Edge
Over the last few months we have had clients and prospects asking about Operational Resilience and what it means to me, SAI and them?

  • “do you have a dashboard that shows how resilient we are?”
  • “can you help me prepare to present our resiliency to the executive management team?”
  • What does it mean to be resilient?

Most companies have started to make the taxonomy transition to ‘Operational Resilience’ and have read the BoE paper. I thought I would share some responses I provided, as I thought they may be of use:
  • There’s no one answer
  • It’s not one data point or factor
  • It means different things to different people, and it has different context to different vertical markets and company types
  • But… a company / the client needs to put a stake in the ground and decide what it means to them, and BCM is at the heart of it
  • To me, it’s a combination of factors that a company can use to decide if they are or are not resilient
  • Being resilient is not an end-game, it’s a journey


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The NIS Directive: Operators of Essential Services are only as strong as their weakest link

3/10/2018

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Since the start of the Industrial Revolution, organisations have been constantly striving to improve efficiency. In the 18th and 19th centuries, it was the mechanisation of manufacturing that revolutionised industry. Today, it’s the rise of digital technology.

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What happens when the network and information systems of an organisation that supports essential services, such as the provision of healthcare, are compromised by a cyberattack? Any breakdown in their reliability and security will not only require a robust disaster recovery and business continuity strategy, but it will also have a detrimental impact on society.
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