Information technology is critical to the long-term success of most organizations. It is a key driver for the cost of operations, and cost of operations tends to be a vital component of overall profitability. It facilitates the introduction of new business initiatives, as well as the ongoing improvement of current processes, and allows the management team to monitor and report on performance. IT enables business operations through connectivity, information processing, business intelligence and the like. Lastly, and especially important to this audience, IT can contribute greatly to a company’s system of internal control.
Recently Protiviti surveyed nearly 200 Chief Information Officers, Chief Technology Officers, Chief Security Officers, IT vicepresidents with more than 100 questions covering Technical Knowledge, IT processing Capabilities and Organizational Capabilities.
A wide array of industry vectors were represented including consumer products, distribution, energy, financial services, health care, hospitality, manufacturing, retail, technology and utitilities. More than half work in publically traded companies and the rest work in private, government and non-profit organizations.
Protiviti has published the second edition of its popular booklet, Guide to the Sarbanes-Oxley Act: IT Risks and Controls.
This publication is the definitive resource guide on IT risks and control issues related to compliance with SOX Section 404. This is a 45 page booklet covering an array of SOX-related topics in a questions and answers format.
Everybody is talking about IT Strategy lately. As IT managers you’re faced with considerable pressure to communicate a comprehensive strategy and also show a clear road to improving the business value of your activities. IT strategy management is often met with yawns by CEOs and other executives, yet it can advance or undermine every move a company makes. In one-sided communication models like this, it’s often the case that only problems are properly recognized or attributed to your team.
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