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Most organizations fail at strategy execution. There's a giant leap between aspirational vision at the executive level and the reality of action at the operational level. Risk-adjusted value management enhances strategy execution.
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2 September 2011
The Gartner Business Risk Model is designed to embed risk-based thinking in business decision making to support the achievement of desired business outcomes, IT-to-business alignment, initiative prioritization and communication of IT's value contribution to the business.
26 March 2010
The Business Value Model is designed to address IT-to-business alignment, initiative prioritization and communication of IT's value contribution to the business. The Business Value Model supports the Balanced Scorecard, Six Sigma, Economic Value Added, agility and other methodologies.
1 September 2011
The Gartner Business Risk Model is designed to embed risk-based thinking in business decision making to support the achievement of desired business outcomes, IT-to-business alignment, initiative prioritization and communication of IT's value contribution to the business.
1 September 2011
Key risk indicators provide insight to factors that may negatively impact success and complement leading performance indicators to provide a more complete picture supporting the attainment of desired business outcomes.
1 September 2011
Executive dashboards are often filled with lagging indicators (typically accounting metrics) that do not effectively support decisions made by the audience to which they are delivered. Risk-adjusted key performance indicators can influence business decision making and board-level reporting.
1 September 2011
Risk-adjusted key performance indicators embed leading indicators of risk in business performance goals and objectives to influence business decision making in the achievement of desired business outcomes.
18 August 2011
CISOs and risk officers struggle with how to link risk management efforts in security, privacy, business continuity and IT compliance to the value they provide at line-of-business and executive levels. We provide eight tips to communicate benefits to the board of directors.
15 December 2010
Mapping key risk indicators into key performance indicators helps an organization relate risk management to corporate performance. Creating causal chains from risk through impact is the foundation of mapping KRIs into KPIs.
12 December 2010
Mapping key risk indicators into key performance indicators helps an organization relate risk management to corporate performance. Organizations struggle with the relationship between KRIs and KPIs, which increases the complexity of the exercise.
29 September 2010
Risk-adjusted key performance indicators can be used to embed risk-based thinking and risk management information into business decision making.
16 June 2011
Gartner is supporting the development of industry-standard key performance indicators, which make it easier for IT managers to demonstrate the business value of IT. We present the results of a study we led in the mining industry.
21 March 2011
Given its broad-based information and risk interdependencies, enabling a more transparent view of liquidity positions, and the timely responses necessary to manage those risk exposures, is a subject of primary importance to the IT organization.
18 March 2011
CIOs are uniquely positioned to lead the development and use of leading indicators. By focusing on what needs to be done going forward, leading indicators make performance management more strategic and boost enterprise responsiveness to economic change.
18 March 2011
The sources and the delivery of transparent information are changing. CIOs are ideally positioned to educate executives on the new digital sources of transparent information and help all levels of the enterprise exploit transparency for competitive advantage.
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