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  • Massachusetts Institute of Technology  (56)
  • Calder, Alan
  • Electronic books ; local  (107)
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  • 1
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781787782808
    Language: English
    Pages: 1 online resource (85 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Ransomware will cost companies around the world $20 billion in 2021. Prepare for, recognise and survive ransomware attacks with this essential guide which sets out clearly how ransomware works, to help business leaders better understand the strategic risks, and explores measures that can be put in place to protect the organisation.
    Note: Online resource; Title from title page (viewed February 18, 2021) , Mode of access: World Wide Web.
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  • 2
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781787783010
    Language: English
    Pages: 1 online resource (145 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: ISO 22301:2019 and business continuity management – Understand how to plan, implement and enhance a business continuity management system (BCMS) walks you through the requirements of ISO 22301, explaining what they mean and how your organisation can achieve compliance. It is an essential companion guide for those working in business continuity.
    Note: Online resource; Title from title page (viewed March 25, 2021) , Mode of access: World Wide Web.
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  • 3
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781787782549
    Language: English
    Pages: 1 online resource (77 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Thrive under the GDPR (General Data Protection Regulation) wherever you are in the world. This pocket guide will help you understand the Regulation, the broader principles of data protection, and what the GDPR means for businesses in Europe and beyond.
    Note: Online resource; Title from title page (viewed October 15, 2020) , Mode of access: World Wide Web.
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  • 4
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781787782624
    Language: English
    Pages: 1 online resource (361 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This book is a comprehensive cyber security implementation manual which gives practical guidance on the individual activities identified in the IT Governance Cyber Resilience Framework (CRF) that can help organisations become cyber resilient and combat the cyber threat landscape.
    Note: Online resource; Title from title page (viewed December 10, 2020) , Mode of access: World Wide Web.
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  • 5
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781787782273 , 1787782271 , 9781787782297
    Language: English
    Pages: 1 online resource (38 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Understand the basics of business continuity and ISO 22301:2019 with this concise pocket guide, which will help you ensure your organisation can continue to operate in the event of a disruption.
    Note: Online resource; Title from title page (viewed June 30, 2020) , Mode of access: World Wide Web.
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  • 6
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (181 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Ideal for risk managers, information security managers, lead implementers, compliance managers and consultants, as well as providing useful background material for auditors, this book will enable readers to develop an ISO 27001-compliant risk assessment framework for their organisation and deliver real, bottom-line business benefits.
    Note: Online resource; Title from title page (viewed August 29, 2019)
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  • 7
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781787780743
    Language: English
    Pages: 1 online resource (76 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This concise guide is essential reading for US organizations wanting an easy to follow overview of the GDPR and the compliance obligations for handling data of EU citizens, including guidance on the EU-U.S. Privacy Shield.
    Note: Online resource; Title from title page (viewed October 15, 2019)
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  • 8
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (58 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This pocket guide is perfect as a quick reference for PCI professionals, or as a handy introduction for new staff. It explains the fundamental concepts of the latest iteration of the PCI DSS, v3.2.1, making it an ideal training resource. It will teach you how to protect your customers' cardholder data with best practice from the Standard.
    Note: Online resource; Title from title page (viewed September 5, 2019)
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  • 9
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781787781702
    Language: English
    Pages: 1 online resource (42 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This useful pocket guide is an ideal introduction for those wanting to understand more about ISO 38500. It describes the scope, application and objectives of the Standard and outlines its six core principles.
    Note: Online resource; Title from title page (viewed September 26, 2019)
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  • 10
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (64 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This pocket guide is a primer for any OES (operators of essential services) that needs to comply with the NIS Regulations, and explores who they are, and why the NIS Regulations are different for them.
    Note: Online resource; Title from title page (viewed November 1, 2018)
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  • 11
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (78 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: The NIST CSF is a framework for organizations to manage and mitigate cybersecurity risk based on existing standards, guidelines, and practices.
    Note: Online resource; Title from title page (viewed September 28, 2018)
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  • 12
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (61 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This pocket guide is a primer for any DSPs (digital service providers) that needs to comply with the NIS Regulations, and explores who they are, and why the NIS Regulations are different for them.
    Note: Online resource; Title from title page (viewed November 1, 2018)
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  • 13
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (57 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This pocket guide is an introduction to the EU’s NIS Directive (Directive on security of network and information systems). It outlines the key requirements, details which digital service providers are within scope, and explains how the security objectives from ENISA’s Technical Guidelines and international standards can help DSPs achieve compliance
    Note: Online resource; Title from title page (viewed November 1, 2018)
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  • 14
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781787780057
    Language: English
    Pages: 1 online resource (92 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: The EU General Data Protection Regulation (GDPR) unifies data protection and unifies data protection across the EU. It applies to every organisation in the world that handles EU residents’ personal data – which includes schools. The Regulation introduces a number of key changes for schools – and the change from compliance with the Data Protection Act 1998 (DPA) to GDPR compliance is a complex one. We have revised our popular EU GDPR – A Pocket Guide to include specific expectations of and requirements for schools, and provide an accessible overview of the changes you need to make to comply with the Regulation. GDPR – A Pocket Guide Schools’ Edition sets out: A brief history of data protection and national data protection laws in the EU, including as the UK’s DPA); Explanations of the terms and definitions used in the GDPR; The key requirements of the GDPR; The need to appoint a data protection officer (DPO); The lawful basis of processing data and when consent is needed; How to comply with the Regulation; and A full index of the Regulation, enabling you to find relevant articles quickly and easily. This pocket guide is the ideal resource for anyone wanting a clear, concise primer on the GDPR.
    Note: Online resource; Title from title page (viewed September 17, 2018)
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  • 15
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781787780705
    Language: English
    Pages: 1 online resource (87 pages)
    Edition: 2nd edition
    Keywords: Electronic books ; local
    Abstract: This concise guide is essential reading for EU organisations wanting an easy to follow overview of the new regulation and the compliance obligations for handling data of EU citizens. The EU General Data Protection Regulation (GDPR) will unify data protection and simplify the use of personal data across the EU, and automatically supersedes member states domestic data protection laws. It will also apply to every organisation in the world that processes personal information of EU residents. The Regulation introduces a number of key changes for all organisations that process EU residents’ personal data. EU GDPR: A Pocket Guide provides an essential introduction to this new data protection law, explaining the Regulation and setting out the compliance obligations for EU organisations. This second edition has been updated with improved guidance around related laws such as the NIS Directive and the future ePrivacy Regulation. EU GDPR – A Pocket Guide sets out: A brief history of data protection and national data protection laws in the EU (such as the German BDSG, French LIL and UK DPA). The terms and definitions used in the GDPR, including explanations. The key requirements of the GDPR, including: Which fines apply to which Articles; The six principles that should be applied to any collection and processing of personal data; The Regulation’s applicability; Data subjects’ rights; Data protection impact assessments (DPIAs); The role of the data protection officer (DPO) and whether you need one; Data breaches, and the notification of supervisory authorities and data subjects; Obligations for international data transfers. How to comply with the Regulation, including: Understanding your data, and where and how it is used (e.g. Cloud suppliers, physical records); The documentation you need to maintain (such as statements of the information you collect and process, records of data subject consent, processes for protecting personal data); The “appropriate technical and organisational measures” you need to take to ensure your compliance with the Regulation. A full index of the Regulation, enabling you to find relevant Articles quickly and easily.
    Note: Online resource; Title from title page (viewed October 23, 2018) , Mode of access: World Wide Web.
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  • 16
    Online Resource
    Online Resource
    Ely, Cambridgeshire, United Kingdom : IT Governance Publishing
    ISBN: 9781849288699
    Language: German
    Pages: 1 online resource (1 volume)
    Keywords: Data protection ; Standards ; Data protection ; Evaluation ; Electronic books ; Electronic books ; local
    Abstract: Schritt-für-Schritt-Anleitung für eine erfolgreiche ISO 27001-Implementierung In sinnvoller, nicht technischer Sprache führt Sie dieser Leitfaden durch die wichtigsten Schritte eines ISO 27001-Projekts, um Ihnen den Erfolg desselben zu garantieren - von der Einführung bis hin zur Zertifizierung: Projektmandat Projektanbahnung Initiierung eines ISMS Management-Framework Grundlegende Sicherheitskriterien Risikomanagement Implementierung Maßnahme, Überwachung und Überprüfung Zertifizierung In dieser dritten Auflage und ausgerichtet auf ISO 27001: 2013 eignet sich das Handbuch ideal für alle jene, die sich zum ersten Mal mit der Norm beschäftigen. "Es ist als hätten Sie einen $ 300 / h-Berater an Ihrer Seite, wenn Sie die Aspekte der Gewinnung von Management-Unterstützung, Planung, Problembestimmung (Scoping), Kommunikation etc. betrachten." Thomas F. Witwicki Mit Hilfe dieses Buches erfahren Sie wie Sie: Unterstützung im Management und die Aufmerksamkeit des Vorstands erhalten; Erstellen Sie ein Management-Framework und eine Gap-Analyse, um klar zu verstehen, was Sie bereits unter Kontrolle haben und worauf ihre Bemühungen abzielen sollen; Strukturieren Sie Ihr Projekt und statten Sie es mit Ressourcen aus - einschließlich der Festlegung, ob Sie einen Berater verwenden werden oder die Tätigkeit selbst durchführen sowie der Überprüfung der vorhandenen Mittel und Ressourcen, die ihre Arbeit erleichtern werden; Führen Sie eine fünfstufige Risikobewertung durch und erstellen Sie eine Aussage zur Anwendbarkeit sowie einen Risikoplan; Integrieren Sie Ihr ISO 27001 ISMS mit einem ISO 9001 QMS und anderem Managementsystem; Adressieren Sie die Dokumentationsherausforderungen, denen Sie im Rahmen der Erstellung von Geschäftsgrundsätzen, Verfahren, Arbeitsanweisungen und Datensätzen begegnen - einschließlich realisierbarer Alternativen zum kostspieligen Trial- und Error Ansatz Kontinuierliche Verbesserung Ihres ISMS, einschließlich interner Prüfungen und Tests sowie Kontrollen durch das Management; Dieses Buch liefert Ihnen die nötige Anleitung zum Verständnis der Anforderungen der Norm und zur Gewährleistung, dass ihr Implementierungsprojekt ein Erfolg wird. Dabei werden sechs Geheimtipps für den Erfolg gegeben. Background Die Erlangung und Aufrechterhaltung der akkreditierten Zertifizierung nach der internationalen Norm für Informationssicherheit-Management - ISO 27001 - kann ein kompliziertes Vorhaben darstellen, besonders dann, wenn die Norm...
    Note: Includes bibliographical references. - Description based on online resource; title from title page (viewed March 16, 2017)
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  • 17
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781849288613
    Language: English , French
    Pages: 1 online resource (98 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Une amorce claire et concise sur le règlement général sur la protection des données Le règlement général sur la protection des données va unifier la protection des données et faciliter la circulation des données personnelles dans l'UE quand il entre en vigueur en mai 2018, et il sera applicable à toutes les organisations dans le monde qui font des affaires avec les résidents de l'UE. Le règlement introduit un certain nombre de changements importants pour les organisations. RGPD UE: Guide de poche donne un aperçu accessible des changements que vous devez faire dans votre organisation pour se conformer à la nouvelle loi. Product overview RGPD UE : Guide de poche énonce: Une brève histoire de la protection des données et les lois nationales sur la protection des données dans l'UE (tels que le DPA du Royaume-Uni, le BDSG allemand et la loi informatique et libertés française). Les termes et les définitions utilisées dans le règlement général sur la protection des données, y compris les explications. Les principales exigences du règlement général sur la protection des données, y compris: Quelles amendes appliquer à quels articles; Les six principes qui devraient être appliqués à toute collecte et le traitement des données personnelles; L'applicabilité du règlement; Les droits des personnes concernées; Les études d'impact sur la protection des données; Le rôle de l'agent de la protection des données DPO et si vous en avez besoin; Les violations de données, et la notification des autorités de contrôle et les personnes concernées; Les obligations pour les transferts internationaux de données. Comment se conformer au règlement, y compris: Comprendre vos données, et où et comment elles sont utilisées (par exemple, les fournisseurs de Cloud, disques physiques); La documentation que vous devez maintenir (comme les déclarations de l'information que vous recueillez et traitez, les dossiers de consentement des personnes concernées, les processus de la protection des données personnelles); Les "mesures techniques et organisationnelles appropriées" que vous devez prendre pour assurer votre conformité avec le règlement. Un index complet du Règlement général sur la protection des données, qui vous permette de trouver les articles pertinents rapidement et facilement. Alan Calder, le fondateur et président exécutif du IT Governance Ltd, est un expert de la cyber-sécurité reconnu internationalement et un auteur de premier plan sur la sécurité de l'information et...
    Note: Online resource; Title from title page (viewed January 17, 2017)
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  • 18
    Online Resource
    Online Resource
    Ely, Cambridgeshire, United Kingdom : IT Governance Publishing
    ISBN: 9781849288651
    Language: German
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Data protection ; Law and legislation ; European Union countries ; Privacy, Right of ; European Union countries ; Computer security ; Law and legislation ; Electronic books ; Electronic books ; local
    Abstract: Eine klare, prägnante Einführung zur EU-Datenschutz-Grundverordnung (DSGVO) Die EU-Datenschutzrichtlinie wird den Datenschutz vereinheitlichen und den Datenverkehr in der gesamten EU vereinfachen, wenn sie im Mai 2018 in Kraft tritt und für jede Organisation auf der Welt, die mit EU-Bürgern geschäftlich zu tun hat, zur Anwendung gelangen. Die Verordnung hat eine Reihe wichtiger Änderungen für Organisationen eingeführt. EU-DSG-VO - Eine Kurzanleitung bietet eine Übersicht über die Änderungen, welche Sie in ihrer Organisation vorzunehmen haben, um den neuen Vorschriften zu entsprechen. Produktübersicht EU-DSG-VO - Eine Kurzanleitung, liefert: Eine kurze Geschichte des Datenschutzes und der nationalen Datenschutzgesetze in der EU (wie die britische DPA, deutsche BDSG und französische LIL). In der Datenschutz-Grundverordnung DSG-VO [General Data Proetection Regulation, GDPR] verwendeten Begriffe und Definitionen einschließlich Erklärungen. Die wichtigsten Anforderungen der DSG-VO, unter anderem: Welche Geldbußen gelten für welche Artikel; Die sechs Grundsätze, die für die Erhebung und Verarbeitung personenbezogener Daten gelten sollten; Die Anwendbarkeit der Verordnung; Rechte der betroffenen Personen; Datenschutz-Folgenabschätzung (DPIA); Die Aufgabe des Datenschutzbeauftragten (DPO) und ob Sie einen solchen benötigen; Datenschutzverletzungen und Benachrichtigung der Aufsichtsbehörden sowie betroffenen Personen; Verpflichtungen für internationale Datenübertragungen. Wie die Verordnungsvorschriften eingehalten werden können, einschließlich: - Verständnis Ihrer Daten sowie wo und wie diese verwendet werden (z.B. Cloud-Anbieter, physische Datensätze); Verständnis Ihrer Daten sowie wo und wie diese verwendet werden (z.B. Cloud-Anbieter, physische Datensätze); Die Dokumente, die Sie verwalten müssen (z. B. Aussagen über die gesammelten und verarbeiteten Informationen, Aufzeichnungen über die Zustimmung der betroffenen Personen, Verfahren für den Schutz personenbezogener Daten); Die "geeigneten technischen und organisatorischen Maßnahmen", die Sie ergreifen müssen, um die Einhaltung der Verordnung zu gewährleisten. Ein vollständiges Verzeichnis der Verordnung für ein einfaches Auffinden der entsprechenden Artikel. Über den Autor Alan Calder, Gründer und Vorstandsvorsitzender der IT Governance Ltd, ist ein international anerkannter Cyber-Security-Experte und führender Autor auf dem Gebiet Informationssicherheit und IT-Governance. Er schrieb den endg...
    Note: Includes bibliographical references. - Description based on online resource; title from title page (viewed March 16, 2017)
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  • 19
    Online Resource
    Online Resource
    Ely, Cambridgeshire, United Kingdom : IT Governance Publishing
    ISBN: 9781849289511 , 1849289514
    Language: English
    Pages: 1 online resource (1 volume)
    Edition: North American edition.
    Keywords: Computer security ; Management ; Computer security ; Standards ; Data protection ; Standards ; Electronic books ; Electronic books ; local
    Abstract: Step-by-step guidance on a successful ISO 27001 implementation from an industry leader Resilience to cyber attacks requires an organization to defend itself across all of its attack surface: people, processes, and technology. ISO 27001 is the international standard that sets out the requirements of an information security management system (ISMS) - a holistic approach to information security that encompasses people, processes, and technology. Accredited certification to the Standard is recognized worldwide as the hallmark of best-practice information security management. Achieving and maintaining accredited certification to ISO 27001 can be complicated, especially for those who are new to the Standard. Author of Nine Steps to Success - An ISO 27001 Implementation Overview, Alan Calder is the founder and executive chairman of IT Governance. He led the world's first implementation of a management system certified to BS 7799, the forerunner to ISO 27001, and has been working with the Standard ever since. Hundreds of organizations around the world have achieved accredited certification to ISO 27001 with IT Governance's guidance, which is distilled in this book. Successfully implement ISO 27001 with this must-have guide Aligned with the latest iteration of ISO 27001:2013, the North American edition of Nine Steps to Success - An ISO 27001 Implementation Overview is ideal for anyone tackling ISO 27001 for the first time. In nine critical steps, the guide covers each element of the ISO 27001 project in simple, non-technical language. There is a special focus on how US organizations can tackle this governance. This book offers guidance throughout implementation: Getting management support and keeping the board's attention. Creating a management framework and performing a gap analysis so that you can clearly understand the controls you already have in place, and identify where you need to focus. Structuring and resourcing your project, including advice on whether to use a consultant or do it yourself, and examining the tools and resources that will make your job easier. Conducting a five-step risk assessment, and creating a Statement of Applicability (SoA) and risk treatment plan (RTP). Guidance on integrating your ISO 27001 ISMS with an ISO 9001 quality management system (QMS) and other management systems. Addressing the documentation challenges you'll face as you create business policies, procedures, work instructions, and records - includin...
    Note: Includes bibliographical references. - Description based on online resource; title from title page (Safari, viewed May 1, 2018)
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  • 20
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781849289306
    Language: English , Spanish
    Pages: 1 online resource (139 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Orientación paso a paso sobre la implementación de la ISO 27001 con éxito En lenguaje sencillo y nada técnico, esta guía le llevará por los pasos clave de un proyecto de la ISO 27001 para asegurar su éxito, desde el comienzo a la certificación: Encargo del proyecto Inicio del proyecto Inicio del SGSI Marco de la gestión Criterios de seguridad de referencia Gestión del riesgo Implementación Medición, monitorización y revisión Certificación Ahora en esta tercera edición y alineada con la ISO 27001:2013, esta guía es ideal para cualquiera que emprenda la norma por primera vez. "Es como tener un consultor de $300/h codo con codo mientras considera los aspectos de obtener apoyo de la gerencia, la planificación, el alcance, la comunicación, etc." Thomas F. Witwicki Con este libro, averiguará cómo: Conseguir apoyo de la gerencia y mantener la atención del consejo; Crear un marco de gestión y realizar un análisis de las deficiencias, para que pueda entender claramente los controles que ya tiene implantados e identificar dónde tiene que centrar sus esfuerzos; Estructurar y conseguir recursos para su proyecto, incluido le asesoramiento sobre si utilizar consultores o hacerlo usted mismo, y un examen de las herramientas y recursos disponibles que harán su trabajo más fácil; Llevar a cabo una evaluación del riesgo en cinco pasos, y crear una Declaración de aplicabilidad y un plan de tratamiento del riesgo; Integrar su SGSI de la ISO 27001 con un SGC de la ISO 9001 y otros sistemas de calidad; Abordar los retos de la documentación que afrontará cuando cree políticas empresariales, procedimientos, instrucciones de trabajo y registros, incluidas alternativas viables para un enfoque de prueba y error costoso; Mejorar continuamente su SGSI, incluida la auditoría y prueba internas, y la revisión gerencial; Este título le dará la orientación que necesita para entender los requisitos de la norma y asegurarse de que su proyecto de implementación sea un éxito, lo cual incluye los seis secretos para un éxito de certificación. Experiencia Lograr y mantener una certificación acreditada con la ISO 27001, la norma internacional que expone los requisitos de un SGSI, puede ser una tarea complicada, especialmente para los implementadores que sean nuevos con la norma. El autor, Alan Calder, conoce la ISO 27001 al derecho y al revés: es el fundador y presidente ejecutivo de IT Governance, y dirigió la implementación del primer sistema de gestión en lograr u...
    Note: Online resource; Title from title page (viewed June 8, 2017) , Mode of access: World Wide Web.
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  • 21
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781849289221
    Language: English , French
    Pages: 1 online resource (139 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Guide étape par étape vers une mise en œuvre réussie de la norme ISO 27001 Rédigé dans un langage pratique et non technique, ce guide vous guidera au travers des étapes clés d'un projet ISO 27001 afin d'en assurer le succès - de la création à la certification: Mandat du projet Lancement du projet Lancement du SMSI Cadre de management Critères de sécurité de base Gestion du risque Mise en œuvre Mesures, surveillance et réexamen Certification Aujourd'hui dans sa troisième édition et conforme à l'ISO 27001:2013, ce guide est idéal pour toute personne qui aborderait cette norme pour la première fois. « C'est comme avoir un consultant à 300 $/heure sous la main lorsque vous abordez les différentes questions relatives à la planification, au domaine d'application, à la communication, à la façon d'obtenir l'appui de la direction, etc. » Thomas F. Witwicki Avec ce livre, vous découvrirez comment: Obtenir le soutien de la direction et garder l'attention du conseil d'administration; Créer un cadre de gestion et effectuer une analyse des manques, afin de pouvoir clairement comprendre les contrôles que vous avez déjà mis en place et identifier où concentrer vos efforts; Structurer et mettre en valeur votre projet - y compris des conseils pour faire appel à des consultants ou le faire vous-même, et un examen des outils et des ressources disponibles qui faciliteront votre travail; Mener une évaluation des risques en cinq étapes et établir une déclaration d'applicabilité ainsi qu'un plan de traitement des risques; Intégrer votre SMSI ISO 27001 à un SGQ ISO 9001 et à d'autres systèmes de gestion; Répondre aux défis que vous devrez relever en matière de documentation lorsque vous créez des politiques d'entreprise, des procédures, des instructions de travail et des enregistrements : dont des alternatives viables à une approche coûteuse par « essais et erreurs » ; Améliorer continuellement votre SMSI, y compris par des audits et des tests internes, et l'examen par la direction; Cet ouvrage vous offrira les conseils dont vous avez besoin pour comprendre les exigences de la norme et vous assurer que votre projet de mise en œuvre est un succès. Il comprend six secrets pour une certification réussie. Historique L'obtention et le maintien d'une certification accréditée selon la norme ISO 27001, la norme internationale qui établit les exigences d'un SMSI, peut s'avérer une tâche compliquée, en particulier pour les responsables de la mise en œuvre qui d...
    Note: Online resource; Title from title page (viewed April 20, 2017) , Mode of access: World Wide Web.
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  • 22
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781849289108
    Language: English , German
    Pages: 1 online resource (88 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Schützen Sie die Informationen Ihrer Organisation mit ISO27001:2013 Informationen gehören zu den wichtigsten Ressourcen Ihrer Organisation und ihre Sicherheit ist überlebenswichtig für Ihr Geschäft. Dieser praktische Taschenführer bietet einen grundlegenden Überblick über die beiden wichtigsten Informationssicherheitsstandards mit den formalen Anforderungen (ISO27001:2013) zum Erstellen eines Informationssicherheit-Managementsystems (ISMS) sowie Empfehlungen zu besten Verfahren (ISO27002:2013) für alle jenen, die dieses Einführen, Umsetzen oder Verwalten müssen. Ein auf der Norm ISO27001/ISO27002 basierendes ISMS bietet zahlreiche Vorteile: Verbessern Sie Ihre Effizienz durch Informationssicherheitssysteme und vorgehensweisen, dank derer Sie sich auf ihr Kerngeschäft konzentrieren können Schützen Sie Ihre Informationswerte vor einer Reihe von Cyber-Bedrohungen, krimineller Aktivitäten, Gefährdungen durch Insider und Systemausfälle Managen Sie Ihre Risiken systematisch und erstellen Sie Pläne zum Beseitigen oder Verringern von Cyber-Bedrohungen Erkennen Sie Bedrohungen oder Prozessfehler eher und beheben Sie sie schneller Der nächste Schritt zur Zertifizierung? Sie können einen unabhängigen Audit Ihres ISMS anhand der Spezifikationen der Norm ISO27001 vornehmen lassen und, wenn dieser die Konformität Ihres ISMS bestätigt, unter Umständen einen akkreditierte Zertifizierung erhalten. Wir veröffentlichen eine Reihe von Toolkits und Büchern zum Thema ISMS (wie „Nine Steps to Success“), die Sie dabei unterstützen. Inhalt Die ISO/IEC 27000 Familie von Informationssicherheitsstandards; Hintergrund der Normen; Unterschied Spezifikation - Leitfaden; Zertifizierungsprozess; Die ISMS und ISO27001; Überblick über ISO/IEC 27001:2013; Überblick über ISO/IEC 27002:2013; Dokumente und Aufzeichnungen; Führungsverantwortung; Prozessansatz und PDCA-Zyklus; Kontext, Politik und Anwendungsbereich; Risikobeurteilung; Die Erklärung zur Anwendbarkeit; Umsetzung; Überprüfung und Handeln; Managementprüfung; ISO27001 Anhang A; Über den Autor Alan Calder ist Gründer und Vorstandsvorsitzender der IT Governance Ltd, ein Informations-, Analyse- und Beratungsunternehmen, das Unternehmen bei der Verwaltung von IT-Governance-, Risikomanagement-, Compliance- und Informationssicherheitsfragen unterstützt. Er verfügt über eine langjährige Erfahrung im Senior Management im privaten und öffentlichen Sektor. Dieser praktische Taschenführer bietet einen grundlegenden Übe...
    Note: Online resource; Title from title page (viewed April 11, 2017) , Mode of access: World Wide Web.
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  • 23
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781849289184
    Language: English , Spanish
    Pages: 1 online resource (83 pages)
    Edition: 1st edition
    Parallel Title: Erscheint auch als
    Keywords: Data protection Standards ; Data protection Evaluation ; Electronic books ; local ; Protection de l'information (Informatique) ; Normes ; Protection de l'information (Informatique) ; Évaluation ; COMPUTERS ; Security ; General ; Data protection ; Standards ; Electronic books ; Electronic books ; Electronic books
    Abstract: Proteja la información de su organización con la ISO27001:2013 La información es uno de los recursos más importantes de su organización y mantener esa información segura es vital para su negocio. Esta guía de bolsillo útil es una visión de conjunto esencial sobre las dos normas de la seguridad de la información clave que cubren los requisitos formales (ISO27001:2013) para crear un Sistema de Gestión de la Seguridad de la Información (SGSI) y las recomendaciones de mejores prácticas (ISO27002:2013) para aquellos responsables de iniciar, implementar o mantenerlo. Un SGSI basado en la ISO27001/ISO27002 ofrece un sinfín de beneficios: Eficacia mejorada implantando procedimientos y sistemas de seguridad de la información, que le permiten concentrarse en su actividad empresarial principal. Protege sus activos de información de un amplio abanico de ciberamenazas, actividad criminal, compromiso de información privilegiada y fallo del sistema. Gestione sus riesgos sistemáticamente y establezca planes para eliminar o reducir las ciberamenazas. Permite la detección temprana de amenazas o errores de procesamiento y una solicuón más rápida ¿Siguiente paso para la certificación? Puede organizar una auditoría independiente de su SGSI frente a las especificaciones de la ISO27001 y, si su SGSI se ajusta, finalmente logra la certificación acreditada. Publicamos una variedad de libros y herramientas de documentación del SGSI (como Nueve pasos para el éxito) para ayudarle a lograr esto. Índice La familia de normas de la seguridad de la información ISO-/IEC 27000; Historia de las Normas; Especificación frente al Código de Prácticas; Proceso de certificación; El SGSI y la ISO27001; Visión de conjunto de la ISO/IEC 27001:2013; Visión de conjunto de la ISO/IEC 27002:2013; Documentación y registros; Responsabilidad de la gestión; Enfoque del proceso y el ciclo PDCA; Contexto, política y alcance; Evaluación del riesgo; La declaración de aplicabilidad (SoA); Implementación; 15. Verificar y actuar; Revisión gerencial; ISO27001; Anexo A Acerca del autor Alan Calder es el fundador y presidente ejecutivo de IT Governance Ltd, una empresa de información, asesoramiento y consultoría que ayuda a los consejos de administración de empresas a abordar problemas de gobierno de TI, gestión del riesgo, cumplimiento y seguridad de la información. Tiene muchos años de experiencia en alta gerencia en los sectores públicos y privados. Una guía de bolsillo que proporciona una visi...
    Note: Online resource; Title from title page (viewed June 1, 2017) , Mode of access: World Wide Web.
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  • 24
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    ISBN: 9781849289061
    Language: English , French
    Pages: 1 online resource (84 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Protégez l'information de votre organisation grâce à l'ISO27001 :2013 L'information est l'une des ressources les plus importantes de votre organisation, et la conservation de cette information est vitale pour votre entreprise Ce guide de poche pratique est un aperçu essentiel de deux normes clés en matière de sécurité de l'information, il couvre les exigences formelles (ISO27001:2013) pour la création d'un système de management de la sécurité de l'information (SMSI), ainsi que les recommandations des meilleures pratiques (ISO27002:2013) pour les responsables du lancement, de la mise en œuvre ou du suivi. Un SMSI se basant sur l'ISO27001/ISO27002 offre une foule d'avantages: Une amélioration de l'efficacité, en mettant en place des systèmes et des procédures de sécurité de l'information vous permettant de vous concentrer davantage sur votre activité principale. Il protège vos actifs d'information d'un large éventail de cyber-attaques, d'activités criminelles, de compromis internes et de défaillance du système. Gérez vos risques de façon systémique et établissez des plans pour éliminer ou réduire les menaces cybernétiques. Il permet une détection plus rapide des menaces ou des erreurs de traitement, et une résolution plus rapide. Prochaine étape vers la certification ? Vous pouvez organiser un audit indépendant de votre SMSI en fonction des spécifications de l'ISO27001 et, si votre SMSI est conforme, obtenir éventuellement une certification accréditée. Nous publions une série de boîtes à outils de documentations et des ouvrages sur le SMSI (tels que Neuf étapes vers le succès) pour vous aider à atteindre cet objectif. Sommaire La famille ISO/CEI 27000 des normes de sécurité de l'information ; Historique des normes ; Spécification ou Code de bonne pratique ; Procédure de certification ; Le SMSI et l'ISO27001 ; Aperçu de l'ISO/CEI 27001 :2013 ; Aperçu de l'ISO/CEI 27002 :2013 ; Documentation et enregistrements ; Responsabilités du management ; Approche procédurale et cycle PDCA ; Contexte, politique et domaine d'application ; Évaluation des risques ; La Déclaration d'Applicabilité ; Mise en œuvre ; Contrôler et agir ; Examen par le management ; ISO27001 Annexe A Concernant l'auteur Alan Calder est le fondateur et le président exécutif d'IT Governance Ltd, un cabinet d'information, d'avis et de conseils qui aide les conseils d'administration des entreprises à s'attaquer aux questions de gouvernance informatique, de gestion des risques,...
    Note: Online resource; Title from title page (viewed April 11, 2017) , Mode of access: World Wide Web.
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  • 25
    Online Resource
    Online Resource
    Ely, Cambridgeshire, United Kingdom : IT Governance Publishing
    ISBN: 9781849288736
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Data protection ; Law and legislation ; European Union countries ; Privacy, Right of ; European Union countries ; Computer security ; Law and legislation ; European Union countries ; Electronic books ; Electronic books ; local
    Abstract: A concise introduction to EU GDPR and EU-US Privacy Shield The EU General Data Protection Regulation will unify data protection and simplify the use of personal data across the EU when it comes into force in May 2018. It will also apply to every organization in the world that processes personal information of EU residents. US organizations that process EU residents' personal data will be able to comply with the GDPR via the EU-US Privacy Shield (the successor to the Safe Harbor framework), which permits international data transfers of EU data to US organizations that self-certify that they have met a number of requirements. EU GDPR & EU-US Privacy Shield - A Pocket Guide provides an essential introduction to this new data protection law, explaining the Regulation and setting out the compliance obligations for US organizations in handling data of EU citizens, including guidance on the EU-US Privacy Shield. Product overview EU GDPR & EU-US Privacy Shield - A Pocket Guide sets out: A brief history of data protection and national data protection laws in the EU (such as the UK DPA, German BDSG and French LIL). The terms and definitions used in the GDPR, including explanations. The key requirements of the GDPR, including: Which fines apply to which Articles; The six principles that should be applied to any collection and processing of personal data; The Regulation's applicability; Data subjects' rights; Data protection impact assessments (DPIAs); The role of the data protection officer (DPO) and whether you need one; Data breaches, and the notification of supervisory authorities and data subjects; Obligations for international data transfers. How to comply with the Regulation, including: Understanding your data, and where and how it is used (e.g. Cloud suppliers, physical records); The documentation you need to maintain (such as statements of the information you collect and process, records of data subject consent, processes for protecting personal data); The "appropriate technical and organizational measures" you need to take to ensure your compliance with the Regulation. The history and principles of the EU-US Privacy Shield, and an overview of what organizations must do to comply. A full index of the Regulation, enabling you to find relevant Articles quickly and easily.
    Note: Includes bibliographical references and index. - Description based on online resource; title from title page (Safari, viewed July 26, 2017)
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  • 26
    Online Resource
    Online Resource
    Ely, Cambridgeshire, United Kingdom : IT Governance Publishing
    ISBN: 9781849288859
    Language: Spanish
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Data protection ; Law and legislation ; European Union countries ; Privacy, Right of ; European Union countries ; Computer security ; Law and legislation ; Electronic books ; Electronic books ; local
    Abstract: Una cartilla clara y concisa sobre el RGPD El Reglamento General de Protección de Datos de la UE (RGPD) unificará la protección de datos y facilitará el flujo de datos personales en toda la UE a partir del 25 de mayo de 2018, cuando sustituirá automáticamente a las leyes nacionales de protección de datos de los estados miembros de la UE. La ley también se aplicará a todas las organizaciones en el mundo que hacen negocios con residentes de la UE. El Reglamento introduce una serie de cambios clave para todas las organizaciones que procesan los datos personales de los residentes de la UE. Reglamento General de Protección de Datos (RGPD) de la UE Una guía de bolsillo proporciona una visión general accesible de los cambios que necesitas hacer en tu organización para cumplir la nueva ley. Reglamento General de Protección de Datos (RGPD) de la UE Una guía de bolsillo establece: Una introducción a la protección de datos y leyes nacionales de protección de datos en la UE (como el BDSG en Alemania, LIL en Francia y DPA en el Reino Unido). Los términos y definiciones utilizados en el RGPD Los principales requisitos del RGPD; Multas aplicadas a cada artículo Seis principios a seguir para cada recopilación y tratamiento de datos personales; Aplicabilidad del Reglamento; Derechos de los interesados; Evaluación del impacto de la protección de datos Papel del responsable del tratamiento Infracciones y notificación a las autoridades de supervisión y a los interesados Obligaciones para transferencias internacionales de datos Cómo cumplir el Reglamento: Entender los datos de la organización: dónde están y cómo se utilizan Documentación para completar Medidas técnicas a seguir para cumplir el Reglamento Índice del Reglamento Alan Calder, fundador y presidente ejecutivo de IT Governance Ltd, es un experto en seguridad cibernética reconocido internacionalmente y un autor en temas de seguridad de la información y gobernanza de TI. Alan es coautor de IT Governance: An International Guide to Data Security and ISO27001/ISO27002, el manual elegido por la Open University para el curso de posgrado en seguridad de la información. Ha participado en el desarrollo de una amplia gama de cursos de formación en gestión de la seguridad de la información, acreditados por la International Board for IT Governance Qualifications (IBITGQ). Alan ha consultado sobre seguridad de datos para numerosos clientes en el Reino Unido y en el extranjero.
    Note: Includes bibliographical references. - Description based on online resource; title from title page (viewed March 16, 2017)
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  • 27
    Online Resource
    Online Resource
    Ely, Cambridgeshire, United Kingdom : IT Governance Publishing
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Data protection ; Law and legislation ; European Union countries ; Privacy, Right of ; European Union countries ; Computer security ; Law and legislation ; Electronic books ; Electronic books ; local
    Abstract: EU GDPR - A Pocket Guide, second edition provides an accessible overview of the changes you need to make in your organisation to comply with the new law. The EU General Data Protection Regulation unifies data protection across the EU. It applies to every organisation in the world that does business with EU residents. The Regulation introduces a number of key changes for organisations - and the change from DPA compliance to GDPR compliance is a complex one. New for the second edition: Updated to take into account the latest guidance from WP29 and ICO. Improved guidance around related laws such as the NIS Directive and the future ePrivacy Regulation. This pocket guide also sets out: A brief history of data protection and national data protection laws in the EU (such as the UK DPA, German BDSG and French LIL). The terms and definitions used in the GDPR, including explanations. The key requirements of the GDPR How to comply with the Regulation A full index of the Regulation, enabling you to find relevant Articles quickly and easily. This guide is the ideal resource for anyone wanting a clear, concise primer on the EU GDPR.
    Note: Description based on online resource; title from title page (Safari, viewed August 26, 2016)
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  • 28
    Online Resource
    Online Resource
    Ely, Cambridgeshire, United Kingdom : IT Governance Publishing
    Language: English
    Pages: 1 online resource (1 volume)
    Edition: Third edition.
    Keywords: Data protection ; Computer security ; Business enterprises ; Computer networks ; Security measures ; Electronic books ; Electronic books ; local
    Abstract: In Nine Steps to Success - An ISO 27001 Implementation Overview, Alan provides a comprehensive overview of how to lead a successful ISO 27001-compliant ISMS implementation in just nine steps.
    Note: Previous edition: 2013. - Includes bibliographical references. - Description based on online resource; title from title page (Safari, viewed May 18, 2016)
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  • 29
    Online Resource
    Online Resource
    Ely, United Kingdom : IT Governance Publishing
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Edition: Second edition.
    Keywords: Business enterprises ; Computer networks ; Security measures ; Selling ; Computer security ; Information technology ; Electronic books ; Electronic books ; local
    Abstract: This pocket guide will help you with the essential sales skills that, persuade company directors to commit money and resources to your information security initiatives.
    Note: Previous edition: 2010. - Includes bibliographical references. - Description based on online resource; title from title page (Safari, viewed May 20, 2016)
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  • 30
    Online Resource
    Online Resource
    Ely, Cambridgeshire, United Kingdom : IT Governance Publishing
    Language: English
    Pages: 1 online resource (1 volume)
    Edition: Fifth edition.
    Keywords: Data protection ; Standards ; Electronic commerce ; Security measures ; Computer networks ; Security measures ; Liability for credit information ; Credit cards ; Electronic books ; Electronic books ; local
    Abstract: An ideal introduction and a quick reference to PCI DSS version 3.2 All businesses that accept payment cards are prey for hackers and criminal gangs trying to steal financial information and commit identity fraud. The PCI DSS (Payment Card Industry Data Security Standard) exists to ensure that businesses process credit and debit card orders in a way that effectively protects cardholder data. All organisations that accept, store, transmit or process cardholder data must comply with the Standard; failure to do so can have serious consequences for their ability to process card payments. Product overview Co-written by a PCI QSA (Qualified Security Assessor) and updated to cover PCI DSS version 3.2, this handy pocket guide provides all the information you need to consider as you approach the PCI DSS. It is also an ideal training resource for anyone in your organisation involved with payment card processing. Coverage includes: An overview of PCI DSS v3.2. A PCI self-assessment questionnaire (SAQ). Procedures and qualifications. An overview of the Payment Application Data Security Standard (PA-DSS). Contents What is the Payment Card Industry Data Security Standard (PCI DSS)? What is the scope of the PCI DSS? Compliance and compliance programmes Consequences of a breach How do you comply with the requirements of the Standard? Maintaining compliance PCI DSS - The Standard Aspects of PCI DSS compliance The PCI self-assessment questionnaire Procedures and qualifications The PCI DSS and ISO/IEC 27001 The Payment Application Data Security Standard (PA-DSS) PIN transaction security (PTS) About the authors Alan Calder is the founder and executive chairman of IT Governance Ltd, an information, advice and consultancy firm that helps company boards tackle IT governance, risk management, compliance and information security issues. He has many years of senior management experience in the private and public sectors. Geraint Williams is a knowledgeable and experienced senior information security consultant and PCI QSA, with a strong technical background and experience of the PCI DSS and security testing. He leads the IT Governance CISSP Accelerated Training Programme, as well as the PCI Foundation and Implementer training courses. He has broad technical knowledge of security and IT infrastructure, including high performance computing and Cloud computing. His certifications include CISSP, PCI QSA, CREST Registered Tester, CEH and CHFI.
    Note: "Compliance series"--Cover. - Description based on online resource; title from title page (Safari, viewed August 26, 2016)
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  • 31
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumer behavior ; Sharing ; Electronic books ; Electronic books ; local
    Abstract: How do consumers access, buy and use their favorite products and services? While individuals traditionally have seen ownership as the most desirable way, increasing numbers of consumers are paying to temporarily access or share products and services rather than buy or own them. This so-called "sharing economy" is growing rapidly, although estimates for the current size of the nascent market vary substantially. Well-known examples of successful startups built on collaborative consumption systems include Airbnb Inc. Growth in sharing systems has been particularly fueled by the Internet with its rise of social media systems, which facilitate connections between peers eager to share their possessions. The central conceit of collaborative consumption is simple: obtain value from untapped potential residing in goods that are not entirely exploited by their owners. The sharing economy might represent a serious threat to established industries. However, the authors' research suggests six ways in which companies can respond: (1) by selling use of a product rather than ownership, (2) by supporting customers in their desire to resell goods, (3) by exploiting unused resources and capacities, (4) by providing repair and maintenance services, (5) by using collaborative consumption to target new customers, and (6) by developing entirely new business models enabled by collaborative consumption.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 32
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Industrial management ; Electronic books ; Electronic books ; local
    Abstract: Operations in growing markets such as China often draw substantial attention from corporate headquarters. Unfortunately, that attention does not always add value -- and can even impede performance.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 33
    Online Resource
    Online Resource
    Ely, Cambridgeshire, United Kingdom : IT Governance Publishing
    Language: English
    Pages: 1 online resource (1 volume)
    Edition: Fourth edition.
    Keywords: Data protection ; Standards ; Electronic commerce ; Security measures ; Computer networks ; Security measures ; Liability for credit information ; Credit cards ; Electronic books ; Electronic books ; local
    Abstract: An ideal introduction and a quick reference to PCI DSS version 3.1 All businesses that accept payment cards are prey for hackers and criminal gangs trying to steal financial information and commit identity fraud. The PCI DSS (Payment Card Industry Data Security Standard) exists to ensure that businesses process credit and debit card orders in a way that effectively protects cardholder data. All organizations that accept, store, transmit, or process cardholder data must comply with the Standard; failure to do so can have serious consequences for their ability to process card payments. Product overview Co-written by a PCI QSA (Qualified Security Assessor) and updated to cover PCI DSS version 3.1, this handy pocket guide provides all the information you need to consider as you approach the PCI DSS. It is also an ideal training resource for anyone in your organization involved with payment card processing. Coverage includes: An overview of PCI DSS v3.1. A PCI self-assessment questionnaire (SAQ). Procedures and qualifications. An overview of the Payment Application Data Security Standard (PA-DSS). Contents What is the Payment Card Industry Data Security Standard (PCI DSS)? What is the scope of the PCI DSS? Compliance and compliance programmes Consequences of a breach How do you comply with the requirements of the Standard? Maintaining compliance PCI DSS - The Standard Aspects of PCI DSS compliance The PCI self-assessment questionnaire Procedures and qualifications The PCI DSS and ISO/IEC 27001 The Payment Application Data Security Standard (PA-DSS) PIN transaction security (PTS) About the authors Alan Calder is the founder and executive chairman of IT Governance Ltd, an information, advice and consultancy firm that helps company boards tackle IT governance, risk management, compliance, and information security issues. He has many years of senior management experience in the private and public sectors. Geraint Williams is a knowledgeable and experienced senior information security consultant and PCI QSA, with a strong technical background and experience of the PCI DSS and security testing. He leads the IT Governance CISSP Accelerated Training Programme, as well as the PCI Foundation and Implementer training courses. He has broad technical knowledge of security and IT infrastructure, including high performance computing and Cloud computing. His certifications include CISSP, PCI QSA, CREST Registered Tester, CEH, and CHFI.
    Note: "Compliance series"--Cover. - Includes bibliographical references. - Description based on online resource; title from title page (Safari, viewed June 10, 2016)
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Advertising ; Cell phone advertising ; Electronic books ; Electronic books ; local
    Abstract: Mobile advertising that is targeted based on a consumer's location can be effective -- particularly with customers who have a high level of interest in the type of product you're selling.
    Note: Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 35
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Product management ; Brand name products ; Electronic books ; Electronic books ; local
    Abstract: Category labels are not the same as company brand. Brands create unique relationships between customers and your particular company. Category labels, however, are a way to identify a product's commonality with others of its type. For example, Tesla Motors markets and maintains its distinctive "Tesla" brand, but the category label the company uses to introduce its products is "electric cars." Categories, like brands, matter in ways that are subtle and profound. New industries are characterized by an early period of confusion and uncertainty about product use and meaning. The industry that we know today as "cloud computing" started decades ago under labels such as "utility computing," "time sharing," "application services provider," and "software as a service." While the category label "smartphone" is ubiquitous today, in the late 1990s, Samsung once called a product of that type a "camera phone," others called it a "PDA phone" and Nokia called it a "gaming deck." Contrary to popular opinion in the business press, the first-mover advantage of entering a new market very early can be a disadvantage. But when should companies launch a product in a nascent industry? In a nascent industry or sector, the introduction of the dominant category label marks the start point of the ideal window of opportunity for entry. Before the introduction of the dominant category label, most consumers are reluctant to commit, which often results in a difficult time period for early-entry producers, who must try to convince customers to try their products. The end point of the ideal window for entry is the introduction of a dominant product design into the market; after that, companies need to conform to customers' expectations for the product category.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 36
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Performance ; Sleep deprivation ; Work ; Sleep ; Electronic books ; Electronic books ; local
    Abstract: Research shows that sleep deprivation has a number of consequences that can affect work performance negatively. So why do so many modern workplaces condone practices that are not conducive to healthy sleep schedules?
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 37
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumers' preferences ; Research ; Electronic books ; Electronic books ; local
    Abstract: You may think your company is customer-focused and customer-centric. But in reality, you probably don't understands your customers needs very well -- and you're better off acknowledging that.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 38
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Multi-sided platform businesses ; Business enterprises ; Technological innovations ; Electronic books ; Electronic books ; local
    Abstract: Multisided platforms (MSPs) are technologies, products or services that create value primarily by enabling direct interactions between two or more customer or participant groups. Prominent examples of MSPs and the participants they connect include eBay (buyers and sellers), Airbnb (dwelling owners and renters), the Uber app (professional drivers and users), Facebook (users, advertisers, third-party game or content developers and affiliated third-party sites), and Ticketmaster (event venues and consumers). As these examples illustrate, MSPs include some of the largest and fastest-growing businesses of the past decade. Why? Successful MSPs create enormous value by reducing search costs or transaction costs (or both) for participants. As a result, MSPs often occupy privileged positions in their respective industries; most other industry participants revolve around and depend on MSPs in important ways. This article begins with a description of how MSPs work and why they can erect such high barriers to entry for new participants. It then offers an analysis of four fundamental strategic decisions and associated trade-offs that set MSPs apart from other types of businesses and that every MSP entrepreneur and investor should carefully consider. These challenges are as follows: •the number of sides to bring on (deciding whether to bring on two or more); •design (ensuring the interests of the different platform sides are not in conflict with each other or the MSP); • pricing structures (determining which platform side or sides should be charged more, based on the groups' relative value from interacting with each other); and • governance rules (regulating the participation and activities undertaken by the various platform sides to ensure a high level of quality, or outsourcing that function to users through ratings systems). After examining the factors that drive each of these decisions and using real-world case examples, the author presents general principles that apply to both startups and incumbent MSPs.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 39
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Lean manufacturing ; Electronic books ; Electronic books ; local
    Abstract: Corporate "lean" programs, often modeled after the Toyota Production System, can be powerful instruments for improving the performance of manufacturing plants. They help to emphasize parts of the production process that add the most value and eliminate those that don't. However, misplaced expectations can make implementation difficult and reduce the benefits. The authors argue that if managers better understood the rates at which lean programs produce improvements, then implementations would go more smoothly. Typically, the goal of a production system is to provide a clear and stable structure and a road map for instilling a culture of continuous improvement throughout a company's production network. But, as the authors point out, every plant is different, and different plants are likely to face different sets of competitive and market conditions. For the growing number of multinational manufacturers that have introduced or are considering lean production systems, the issue is not whether the programs are useful but how to manage their implementation. The authors studied the implementation of the Volvo Group's production system. (The company, a leading maker of trucks and other heavy vehicles, sold its car-manufacturing unit in 1999.) Volvo Group introduced the Volvo Production System in 2007, and since then, it has been implementing it in its factories around the world. The authors examined the five-year history of the Volvo Production System, visited 44 of Volvo's 67 plants and interviewed 200 managers. The authors found that there were four distinct stages of change in the rate of performance improvement and that there was a strong relationship between a plant's maturity in a production system implementation and its performance; progress roughly followed the shape of an S-curve. The pattern implies that a plant's rate of improvement changes in the shape of a bell curve as the plant becomes more mature in implementing the production system. Performance improves slowly at first, and then at an increasing rate before the improvement rate gradually decreases. To measure the performance of the plants, the authors focused on nonfinancial metrics related to the quality, cost, delivery and safety of the plant's output. They obtained this data from the company's documents and during plant visits and interviews. They then used statistical methods to find patterns. Volvo's assessment process provides a structure and a standard by which loca...
    Note: "Operations"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 40
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Quantitative research ; Contracting out ; Electronic books ; Electronic books ; local
    Abstract: The surge of interest in big data has led to growing demand for analytics teams. Assembling such teams, however, is difficult. For one thing, many companies lack the in-house knowledge and experience needed to put together a world-class analytics team. What's more, the labor market for analytics professionals has grown increasingly tight. The shortage of analysts - particularly those capable of developing and leading world-class teams that can enable a company to create a competitive advantage from its data and analytics - is driving organizations to consider outsourcing their analytics activities. Analytics is the latest in a string of activities companies are outsourcing to business process organizations (BPOs). It draws heavily on mathematics and statistics knowledge, and many analytics-oriented BPOs have operations in India. Although some companies have world-class analytics capabilities in-house, the authors posed the question: Can an analytically naïve company "buy" world-class analytics functions by hiring outside experts? The authors studied both four multinational companies that used one or more offshore analytics BPOs and four analytics BPOs. Two of the client companies had skills that were judged to be "analytically superior"; the other two were judged to be "analytically challenged." The analytically challenged companies saw analytics BPOs as a way to obtain the resources and training needed to manage and execute their analytics and to gain quick access to important insights. By contrast, the analytically superior companies wanted to expand their internal analytic capabilities, in part because they wanted to preserve their ability to develop and protect intellectual property; they tended to use offshore BPOs to perform low-level analytics. According to the authors, the best analytics BPOs have core competencies that go beyond what most companies can perform on their own with internal teams. They advise companies working with analytics BPOs to be clear about who does what, who owns what, how each party can use the information it has and what happens to the information and knowledge in the event that the BPO is acquired.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 41
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumer satisfaction ; Evaluation ; Electronic books ; Electronic books ; local
    Abstract: Although companies have invested heavily in technology and other resources to provide better customer service, many businesses are finding that being able to create satisfied and loyal customers is more difficult today. Hurdles include a daunting rise in customer expectations; challenges posed by the Internet, social media and online word of mouth; and poor execution of upgraded corporate complaint-handling policies. Since the 1970s, the authors have conducted six customer satisfaction surveys patterned after a baseline survey by the U.S. Office of Consumer Affairs. Their latest survey found that: • The explosion of online social networking and other communication tools has raised the stakes in the area of customer satisfaction. • The intensity of negative reactions seems to be increasing. • In addressing complaints, companies are failing in their efforts to create one-stop services with technology and people dedicated to resolving customer problems. So, what can companies do to improve the level of customer satisfaction? The authors identify five areas of focus. 1. Encourage unhappy customers to complain, but be prepared to resolve the complaints. Today' unhappy customers expect businesses to handle customer service flawlessly (even if it is outsourced to a third party). 2. Understand what results your investments in customer service will produce. Since the 1970s, companies have invested billions of dollars in upgraded corporate complaint-handling practices. Only 20% of recent complainants were "completely satisfied" with the results of their complaint (compared to 23% in 1976). 3. Recognize that technology has limits - and that some customers want to interact directly with a person. Only 6% of today's complainants consider the Internet their primary channel for complaining. The authors say that online communication channels might be utilized more effectively to steer customers to live complaint handlers rather than pursuing totally automated solutions. 4. Be aware that customers may be even more influenced by positive online word of mouth than by negative word of mouth. By a margin of 46% to 19%, prospective buyers cited positive posts more often than negative comments as being most influential on their future purchases. 5. For most customers, customer dissatisfaction is about more than money. Only 26% of survey respondents wanted financial compensation for their lost time, inconvenience or injury. Many more people seek nonmonetary remedies...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 42
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business networks ; Partnership ; Business planning ; Electronic books ; Electronic books ; local
    Abstract: Today's business environment is unforgiving of companies that are slow to adapt. To extend their capabilities and facilitate change, many organizations have experimented with different types of strategic partnerships with suppliers and customers that help them design and deliver products and services efficiently. But some innovative companies are attempting to redefine the parameters of strategic partnerships through multileveled relationships with customers and suppliers that leverage the resources and capabilities of the respective parties. What makes such partnerships - which the author calls adaptive strategic partnerships - counterintuitive is that they are being used in situations where the two most relevant streams of organizational economics would argue for vertical integration. One company that has pursued adaptive strategic partnerships is Bharti Airtel Ltd., the Indian telecommunications services company. Back in 2004, Bharti Airtel's managers found that negotiating and updating contracts with vendors interfered with their ability to focus on satisfying the company's customers and outsmarting its competition. Contrary to what other telecom operators have done, it negotiated unconventional relationships with some of its leading vendors, including Nokia Siemens Networks (now Nokia Solutions and Networks), Ericsson and IBM. Instead of expanding network infrastructure by purchasing increasing amounts of equipment (such as exchanges and cellular antennas), which often results in unused capacity, Bharti Airtel pays the vendors to operate the network; it compensates them based on telecom volume, paying only when equipment is in use. In addition to rethinking its approach to network capacity, vendors take responsibility for network performance and troubleshooting. Typically, companies with outside partners rely on simple tools such as service-level agreements, which specify what is expected from each party and provide for performance standards to assess compliance. But in managing its partnerships with vendors, Bharti Airtel uses a joint governing structure that encourages people at different levels of the organizations to communicate and address problems as they arise (for example, restoring service after a severe storm). In some cases, such interactions have led the company and its partners to redraw the scope of their collaborations (for example, assign responsibility for building and maintaining the cell towers to a new company), ...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 43
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Marketing ; Competition ; Commerce ; Electronic books ; Electronic books ; local
    Abstract: New research suggests that a smaller company can benefit by making consumers aware that it competes against bigger corporations.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 44
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Performance ; Management ; Executives ; Electronic books ; Electronic books ; local
    Abstract: The Industrial Revolution brought the decline of small-scale, cottage production and the rise of large, integrated businesses; Adam Smith's invisible hand was replaced with what business historian Alfred D. Chandler Jr., called the "visible hand" of management. But now that pendulum appears to be swinging the other way - to a system of loose networks, virtual businesses and peer-to-peer interactions. A supposed hallmark of the new economy has been the decline of managerial authority. Management gurus, consultants and pundits have proclaimed that hierarchy is out. Modern organizations such as online retailer Zappos have come to favor flat hierarchies with widely distributed authority. And yet, given the demands of the current environment, authors Nicholai J. Foss and Peter G. Klein argue that managerial authority is still essential in situations where (1) decisions are time-sensitive; (2) key knowledge is concentrated within the management team; and (3) there is need for internal coordination. Such conditions, they observe, are also hallmarks of our networked, knowledge-intensive and hypercompetitive economy. While it is true that many knowledge workers no longer need a boss to direct them to tasks or monitor their day-to-day progress, the authors contend that the role of managers and the definition of "authority" needs to change. Managers need to move away from specifying methods and processes in favor of defining the principles they want people to apply or the goals they want people to meet. In other words, the main task for top management is to define and implement the organizational rules of the game. To be sure, procedures for defining rules and frameworks can themselves be delegated and nested. Indeed, when a company's key assets are knowledge workers whose skills and behaviors are difficult to assess objectively, companies will need to increasingly rely on more subjective assessments of performance, which must be carried out by managers.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 45
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Pricing ; Consumer goods ; Customer relations ; Electronic books ; Electronic books ; local
    Abstract: For most companies, pricing has always been a sensitive, private affair. This article is directed at managers who seek to profit from product differentiation and take maximum advantage of their ability to stand out. Instead of leaving good money on the table and struggling to convert product differentiation into revenue, the authors argue, companies should consider enlisting the pricing help of their customers. Outsourcing pricing isn't an all-or-nothing proposition. Managers can select pricing models ranging from complete oversight to complete delegation. Citing examples from companies including Google, Uber, Orbitz, Volkswagen, Coca-Cola and Humble Bundle, the article integrates classic views on pricing with the latest research and practice to develop a simple framework to help managers decide how much pricing control they should retain and how much they should relinquish to customers. For most businesses, the default approach is having a single fixed price and selling to anyone willing to pay that amount. However, authors Marco Bertini and Oded Koenigsberg argue that this is economically inefficient: Those prepared to pay more in effect receive a discount; those willing to pay less (but an amount that's still profitable) are turned away. For companies interested in interactive approaches to pricing, the authors discuss three collaborative models: auctions, name-your-own-price auctions and negotiations. In the authors' view, asking customers to weigh in on price can have benefits that go beyond promoting greater efficiency. It can promote customer engagement, provide opportunities for customization, allow managers to signal information about their company or product and open up opportunities for increasing market share.
    Note: "Marketing"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 46
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consumers ; Research ; Ethnology ; Marketing research ; Electronic books ; Electronic books ; local
    Abstract: Ethnography has often been portrayed as a "fly on the wall" technique, with anthropologists lurking in people's homes to observe consumers' unadulterated lives. The authors argue that this description does not do justice to the way ethnography actually works in the corporate world or to ethnography's increasingly important role in formulating business strategy. The authors' research across a variety of companies suggests that ethnography - artful in situ investigation into what customers do and feel and how they talk about what they do and feel - is a powerful tool to use to gain insights into your market. To arrive at a more in-depth understanding of how corporations use ethnography to their advantage, the authors conducted interviews with executives in various industries worldwide, including Ford and Wells Fargo. Where data analytics and surveys provide flattened snapshots, ethnography contributes an empathic understanding of how consumers live, work and play through gritty and detailed descriptions. Whether conveyed in video format, presentations or reports, these stories describe how people confront and surmount the hurdles they encounter in meeting their responsibilities and fulfilling their hopes in our globalized consumer culture. By delving into the richness of people's life stories, ethnographic research can pivot companies away from less meaningful segmentation parameters, such as demographics or purchase history, and toward those that drive behavior, such as purpose and intent. Quantitative techniques such as factor analysis can subsequently be applied to locate and size market segments. Consistent with the idea that ethnography helps organizations deal more effectively with market complexities, the executives the authors interviewed often talked about ethnography as having helped them sort out puzzling data. While these discussions call into dispute the perception that ethnography is merely an exploratory technique, they also underline the point that ethnographic stories often provide insight into consumer behavior that is hard to come by in other ways.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 47
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Boards of directors ; Management ; Strategic planning ; Electronic books ; Electronic books ; local
    Abstract: In a world where business models are evolving rapidly and new competitors can emerge almost overnight, strategic thinking - especially at the top of the company - is more important than ever to a company's survival. However, the authors argue, boards of directors have no clear model to follow when it comes to developing the strategic role that is best suited to the company they oversee. As with other leadership roles, the one played by the board varies with the company's culture and the norms and legal requirements of its home country, as well as the norms of the industry. More importantly, the board must play a role that matches the strategic needs of the company and the state of its sector. The board of a young company, for example, usually needs to wrestle with different strategic issues than the board of a long-established company. In the authors' view, three dimensions shape the board's contributions to strategy: 1. A Definition of Strategy Companies define strategy in different ways, depending on their place in their industry and the nature of their industry. Often boards go wrong simply because they have not defined the right measures of competition or the right challenges on which to focus. 2. The Role of the Board The board's role in strategy may range from that of advisers who supervise the strategy to full coauthors of the company's game plan. 3. The Context of the Company The board's involvement in strategy also depends on the context or environment in which the company competes. If the company operates in a market that has a fairly simple and stable competitive dynamic, the board may be well advised to remain distant and largely hands-off on strategy questions. In a more chaotic context, however, a board may choose to take a stronger, hands-on approach to strategy development. These three variables, and the interaction among them, make determining a board's responsibilities for strategy a complex decision. However, the authors suggest, analyzing the three variables in detail can help clarify how a given board can best contribute to a company's strategy.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 48
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Social media ; Marketing ; Internet marketing ; Electronic books ; Electronic books ; local
    Abstract: A recent survey by Deloitte and MIT Sloan Management Review suggests that companies are starting to derive real value from social business (defined to include activities that use social media, social software and technology-based social networks to enable connections between people, information and assets). However, that business value is concentrated most strongly in companies that have reached a certain level of sophistication in relation to their social business initiatives. MIT Sloan Management Review and Deloitte have been exploring the impact of social media on business over the past three years through surveys, data analysis and interviews with executives and academics. The latest survey explored whether companies are deriving value from their social business initiatives. Sixty-two percent of managers surveyed report that their organization's social business initiatives are at least somewhat successful at meeting their stated business objectives, while 63% of respondents report that social business has positively affected business outcomes at their company. Fifty-nine percent of respondents in multinational companies report that social business helps them operate across geographies. Perhaps equally compelling is the extent to which individual employees indicate the value of social business to their daily work. Fifty-seven percent of respondents say that it is at least somewhat important for them to work for companies with mature social business practices, while 46% of respondents say that social business is at least somewhat important for decision making in their day-to-day role. A key factor in whether companies are able to derive positive benefits from social business is social business maturity. The researchers asked survey respondents to envision a company with ideal social business practices and then to assess how close their company was to that ideal. The higher a respondent rates his or her company, the more likely they are to report that the company is deriving business value from its social business initiatives. For example, 92% of respondents from the companies with the most mature social business practices say that social business helps them operate across geographies. The data shows that, based on maturity, different groups share distinctive social business practices. Thus, while incremental improvements to existing social business practices are likely to yield positive business outcomes, the kinds of benefits asso...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 49
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Decision making ; Electronic discussion groups ; Electronic books ; Electronic books ; local
    Abstract: In the digital age, we are inundated with other people's opinions. We browse books on Amazon with awareness of how other customers liked (or disliked) a particular tome. On Expedia, we compare hotels based on user ratings. On YouTube, we can check out a video's thumbs-up/thumbs-down score to help determine if it's worth our time. For the most part, consumers have faith in online ratings and view them as trustworthy. But, the author argues, this trust may be misplaced. The heart of the problem lies with our herd instincts - natural human impulses characterized by a lack of individual decision making - that cause us to think and act in the same way as other people around us. When it comes to online ratings, our herd instincts combine with our susceptibility to positive "social influence." When we see that other people have appreciated a certain book, enjoyed a hotel or restaurant or liked a particular doctor, this can cause us to feel the same positive feelings and to provide a similarly high online rating. The author describes an experiment that he and two colleagues conducted on a social news-aggregation website. On the site, users rate news articles and comments by voting them up or down based on how much they enjoyed them. The researchers randomly manipulated the scores of comments with a single up or down vote and then measured the impact of these small manipulations on subsequent scores. The results were striking. The positive manipulations created a positive social influence bias that persisted over five months and that ultimately increased the comments' final ratings by 25%. Negatively manipulated scores, meanwhile, were offset by a correction effect that neutralized the manipulation: Although viewers of negatively manipulated comments were more likely to vote negative (evidence of negative herding), they were even more likely to positively "correct" what they saw as an undeserved negative score. This social-influence bias snowballs into disproportionately high scores, creating a tendency toward positive ratings bubbles. Positively manipulated scores were 30% more likely than control comments (the comments that the researchers did not manipulate) to reach or exceed a score of 10. A positive vote didn't just affect the mean of the ratings distribution; it pushed the upper tail of the distribution out as well, meaning a single positive vote at the beginning could propel comments to ratings stardom.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 50
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Market surveys ; Focus groups ; Marketing research ; Consumers ; Research ; Electronic books ; Electronic books ; local
    Abstract: Most managers know that listening to customers makes good business sense. Businesses have much to gain from actively seeking and encouraging customer participation, which the authors define as getting customers to provide constructive suggestions and share their ideas on how to shape product and service offerings. Yet many companies only pay lip service to this idea. Rather than encouraging customers to share their views about the company and its products with managers, the authors found, companies tend to focus on encouraging customers to take part in spreading positive word of mouth. Yet word of mouth is only one type of voluntary behavior that customers engage in. Moreover, it indicates only what people on the outside are saying, not how companies can improve their offerings or what customers may be looking for. The authors, who conducted surveys of customers as well as interviews and roundtable discussions with senior executives in a variety of industries, found that both customer word of mouth and customer- to-business interactions are associated with a customer's propensity to buy more of a company's products and services. While not all satisfied customers become repeat buyers, encouraging them to provide feedback and suggestions helps tie them more closely to the business. Companies can even recapture defecting customers simply by contacting them and encouraging them to participate. In addition, customer-to-business interaction is often more malleable than customer-to-customer word of mouth and more readily within the control of management. In a study of customers of a global bank, the authors found that customers who purchased the most were individuals who participated and engaged in much word-of-mouth behavior. High participation/ high word-of-mouth customers were the most loyal and attached to the brand; customers who did not participate tended to be the least valuable, the least loyal and the least attached to the organization regardless of whether they spread positive word of mouth. The implications of the findings are that fostering customer participation can be very valuable and that companies are better off emphasizing customer participation over word of mouth (as opposed to the reverse), because it creates more customer "stickiness" (as in greater attachment and commitment). Nevertheless, the authors say, the two approaches should be seen as two sides of a coin, working both internally and externally to build financ...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 51
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Industrial location ; United States ; Industrialists ; United States ; Regional planning ; United States ; Electronic books ; Electronic books ; local
    Abstract: Rising labor costs in China and other emerging economies, high supply chain and logistics costs, and wide differentials in energy costs in different parts of the world are provoking a fresh round of relocation of manufacturing and production. While some labor-intensive jobs are moving out of China to Southeast Asia or the next emerging low-cost regions, some manufacturing work is also returning to the United States. Wal-Mart is facilitating reshoring efforts among its suppliers, and consultants are offering reshoring conferences, reports and lots of advice. While the data on comparative labor and factor costs may be compelling, reshoring - bringing assembly work back from abroad - is hard work, notes author Willy C. Shih. This is especially true when needed resources (the supplier base, the workforce and even the company's own internal product design capabilities) have atrophied. Shih studied several initiatives aimed at rebuilding regional capacity in the United States (including at GE's Appliance Park in Kentucky and two Flextronics International plants in Texas) and other examples in Europe and Asia to identify lessons about what works. The benefits were no surprise. Placing manufacturing close to the market minimizes inventory in the pipeline, reduces delivery times and shortens ordering cycles. The challenges were less apparent: the need to stabilize the workforce, address skill gaps, rethink the capital/labor ratio, localize the supply base and rethink product design to leverage the proximity to manufacturing. In many ways, Shih writes, the challenges of reshoring to the United States are the challenges of reshoring in any market in the world. Managers must design supply chains for the production of goods that balance proximity to diverse markets with the locations of their capabilities and their supply ecosystems. Doing that well, Shih argues, will always be a source of competitive advantage.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 52
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Personnel management ; Database industry ; Electronic data processing personnel ; Database management ; Electronic books ; Electronic books ; local
    Abstract: Simply hiring expensive data scientists isn't enough. To create real business value with data scientists, top management must learn how to manage them effectively.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 53
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Opportunism (Psychology) ; Business ; Electronic books ; Electronic books ; local
    Abstract: Capturing new growth opportunities is fundamental to strategy, innovation and entrepreneurship. These days, experimentation and improvisational change are in. But how should managers address the challenge? The answer, the authors argue, can be more complex and more crucial to a company's success than previously thought. Their research on mature corporations, growing businesses and new ventures suggests a paradoxical tension between focus and flexibility that can define or break a business. Based on more than 150 interviews with managers at 30 companies in North America, Europe and Asia, the authors conclude that focus is still critical and may be just as important as flexibility. What's more, they conclude that a company's focus may influence its flexibility and vice versa. There are two components to capturing a new business opportunity: opportunity selection and opportunity execution. Opportunity selection involves determining which customer problem to solve, whereas opportunity execution deals with solving the problem. The authors point out that most books, articles and thought leaders focus on opportunity execution - how to create value by developing solutions. But research suggests that innovation initiatives often move so quickly to identify a solution that the innovators have to cycle back to figure out which problem they are actually solving. The authors found that opportunity selection appears to matter as much as opportunity execution. More importantly, how managers approach opportunity selection (whether with flexibility or with focus) has a critical impact on how successful they are at opportunity execution. The authors observed that managers and entrepreneurs tend to fall into two groups: opportunists and strategists. Opportunists rely on a less scripted and more flexible approach to opportunity selection, letting emergent customer inquiries shape opportunity selection. Strategists follow a different pattern. They constrain the selection of opportunities so that they pursue opportunities that are more likely to result in success, and they try to capture several opportunities in a row versus one in isolation. The authors found that companies that were more focused in opportunity selection were often more flexible in opportunity execution.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 54
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Employee motivation ; Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: How do you inspire employees to become more motivated and perform better? By challenging them to test their creativity and collaboration skills through a team-based contest.
    Note: Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 55
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Investment analysis ; Business planning ; Electronic books ; Electronic books ; local
    Abstract: Managers often must make decisions about complex strategic issues, and they are expected to make choices carefully and objectively. A retailer, for example, may need to decide whether to bid more in a highly competitive auction. Or a manufacturer may want to determine how long to hold onto a money-losing plant as the economy sinks into a recession. In boom times, deals are often in demand and expensive (and acquirers tend to know it); but when the economy cools off, acquisitions fall out of favor and prices decline. Conventional capital budgeting methods for valuing acquisitions and investments (such as discounted cash flow) may result in overpricing in "hot" deal markets and underpricing in "cold" deal markets. By setting potential deals in the context of real options theory and behavioral economics, authors Han Smit and Dan Lovallo write, executives can compensate for potential biases. Investor exuberance, the positive sentiments of boards and interest by rivals can cause executives to view acquisition opportunities as more attractive than they actually are in "hot" deal markets. Loss aversion and a narrow perspective that does not consider long-term growth options, meanwhile, can subdue acquisition behavior during "cold" markets. The article is designed to improve the use of valuation methods and help mitigate decision biases. Treating acquisition decisions as simple go/no-go choices based on expected cash flows, the authorswrite, creates an unhealthy dynamic. Because it's difficult for executives to recognize their own biases, the authors suggest using a formalized process to de-bias the decision-making team. First, managers must determine whether they are facing an investment in a "hot" or "cold" deal market (something that can often be revealed by the number of deals), after which the authors propose taking a broader view, supported by checklists. A valuation checklist can help executives temper their natural inclination to focus on growth options in "hot" markets and refocus it on staging, deferring or recouping their investments. Similarly, a checklist can help executives divert their natural attention from short-term risk to long-term growth options in "cold" deal markets.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 56
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Intellectual property ; China ; Electronic books ; Electronic books ; local
    Abstract: Intellectual property protection is the No. 1 challenge for multinational corporations operating in China. According to the U.S. government, China accounted for nearly 80% of all IP thefts from U.S.- headquartered organizations in 2013, causing an estimated $300 billion in lost business. For European manufacturers, the loss of IP in China reduced potential profits by 20%. The effects from IP leakage are visible in counterfeited items including toys, luxury goods and automotive and aircraft parts. But IP violations go beyond products. They extend to pirated operational processes and entire business and service models. For many multinational corporations, IP leakage becomes a barrier to integrating Chinese sites and partners into global innovation activities. IP leakage frequently occurs through staff transfers or shared practices from foreign multinational corporations to local joint ventures or supply chain partners. For multinationals, this type of IP leakage is often a calculated risk worth taking. However, unintended IP leakage can affect a company's reputation and profitability. Even worse, it can create powerful local or even global competitors. To learn about how companies are managing the China IP protection challenge, authors Andreas Schotter and Mary Teagarden studied more than 50 multinational corporations. They identified nine IP protection practices that companies can use in China. Four of the practices are defensive and externally focused; the other five are proactive and internal. Together, these practices, which operate on the strategy, legal and business intelligence layers, create what the authors call the "IP protection web," which allows corporations to (1) expand faster within China and across other emerging markets; (2) improve performance; and (3) enhance local and global innovativeness. According the authors, most of the companies they studied learned to protect their IP through trial and error - there is no single "best" process or practice. However, the changing composition of IP risk creates a need for ongoing reconfiguration. Indeed, as Chinese companies become more skillful at absorbing leaked IP from those employees who formerly worked for international rivals, international companies must develop more sophisticated responses and develop new ways to engender loyalty.
    Note: "Global"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 57
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Quantitative research ; Industrial management ; Electronic books ; Electronic books ; local
    Abstract: A majority of managers see the importance of increasing the use of analytics in decision making, according to a recent survey of 2,037 managers conducted by MIT Sloan Management Review, in partnership with SAS Institute. More than half of this year's survey respondents strongly agree that their organization needs to step up the use of analytics to make better business decisions - and that percentage rises to 87% if respondents who agree "somewhat" are included. This finding - that a majority of survey respondents agree strongly about the need to step up analytics use - holds true across a range of industries. Several forces, the authors argue, are helping spur managers' interest in analytics, including increased market complexity (for example, omnichannel retailing that encompasses both digital and brick-and-mortar channels) and the availability of better analytics tools and data. The authors report that some companies are sharing their data and analytics with business partners in order to meet strategic business objectives. For example, WellPoint, a U.S. health insurer based in Indianapolis, Indiana, is using analytics to help forge a payment model with physicians that rewards providers when they reduce overall health-care costs and enhance quality and health outcomes. Specifically, WellPoint is converting administrative claims and authorization data into useful information about populations of patients and sharing that information with physicians and their care teams. The survey data suggests that companies for which analytics has improved the ability to innovate are more likely to share data with partners and suppliers. Half of this year's survey respondents somewhat or strongly agree that analytics is helping their organization innovate - and 16% believe that strongly. Those survey respondents who strongly agree that analytics is helping their organization innovate are much more likely to say they collaborate with partners and suppliers through the use of analytics than respondents who don't think that analytics is helping their company innovate. The authors conclude that as companies use analytics to improve their ability to innovate, they also tend to collaborate more through their use of analytics: Analytics becomes an important medium through which organizations interact with both internal and external stakeholders. Thus, organizations that innovate thanks to analytics don't merely increase their use of analytics in decision ma...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 58
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Corporation law ; Corporate governance ; Law and legislation ; Electronic books ; Electronic books ; local
    Abstract: Companies have increasingly recognized that legal capabilities are crucial for ongoing corporate success, and they understand the importance of working with legal counsel. All too often, though, senior executives still view the law as a constraint on managerial decisions, primarily perceiving it as an issue of cost and compliance. But this limited perspective of the law does not explain how some leading companies, such as Qualcomm and the Walt Disney Co., have managed to deploy their legal departments to shape the legal environment in order to secure long-term competitive advantage. In their research, the authors have developed a framework that can help executives identify the different ways in which legal strategies can be used to achieve various corporate goals, including the identification of value-creating opportunities. The framework consists of five different legal pathways, which the authors describe using examples such as Qualcomm, Microsoft, United Parcel Service and Xerox. In order of least to greatest strategic impact, the five legal pathways are (1) avoidance, (2) compliance, (3) prevention, (4) value and (5) transformation. In the avoidance pathway, managers see the law as an obstacle to their desired business goals. Companies operating in the avoidance pathway will often have lax internal controls or a failure to perform due diligence, and this approach can lead to disaster. Companies in the compliance pathway recognize that the law is an unwelcome but mandatory constraint, and they think of compliance basically as a cost that needs to be minimized. For businesses in the prevention pathway, managers take a more proactive approach, using the law to preempt future business-related risks. The value pathway represents a fundamental shift in mind-set, from risk management to value creation; managers use the law to craft strategies that increase ROI in ways that can be directly tied to a profit-and-loss statement. For companies in the transformation pathway, executives have integrated their legal strategy not only within the organization's various value-chain activities but also with the value chains of important external partners. Finding the right legal pathway for a particular company requires more than just a consideration of the overall business model. Other key factors include managers' attitudes toward the law and their level of legal knowledge, the sophistication of legal counsel and, in particular, the legal department's abil...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 59
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Technological innovations ; Management ; Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: In May 2013, software giant SAP announced plans to hire hundreds of people diagnosed with autism, with a target of having people with autism represent 1% of the company's work force by 2020. The Merriam-Webster dictionary defines autism as a developmental disorder associated with "impairment of the ability to communicate with others" and "preoccupation with repetitive activities of restricted focus." Companies don't typically seek out these characteristics in new hires. But SAP took a different perspective. "We share a common belief that innovation comes from the 'edges,'" one SAP executive stated in the company's press release. "Only by employing people who think differently and spark innovation will SAP be prepared to handle the challenges of the 21st century." More specifically, the company had discovered that some people with autism have abilities that are extremely well-suited to performing some vital information technology tasks. SAP's move embodies an emerging management principle - the authors Robert D. Austin and Thorkil Sonne call it "the dandelion principle" - and offers an alternative way of thinking about human resources management. In some ways, the "dandelion principle" turns some of the basic tenets about how to recruit and manage people inside out. The authors use the dandelion as metaphor because, they note, dandelions are actually nutritious - but are seen as weeds in the context of a green lawn that demands uniformity. The industrial economy, the authors argue, required uniformity in operations. In the industrial economy, companies could often win by operating more efficiently than rivals. Today, that's no longer enough. Faced with lower-cost competition from developing countries, established companies also need to innovate, to offer products that are better than what's available from competitors. But innovation, the authors observe, calls for organizational capabilities different than efficiency. Efficiency requires getting people and machines to mesh more smoothly; the emphasis is on parts fitting in and reducing variation around averages. Innovation, by contrast, involves finding new and better ideas and using new processes. Managing innovation is less about averages and more about understanding outliers. The emphasis is on increasing interesting variation, then identifying value in some of the variants. In an innovation-oriented economy, the authors contend, companies may benefit from accommodating employees wit...
    Note: "Leading your team"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 60
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: International business enterprises ; International trade ; Electronic books ; Electronic books ; local
    Abstract: New markets and new possibilities for expansion and acquisition make the global competitive landscape more dynamic, creating both threats and opportunities. The task of the global strategist involves not only identifying where to leverage a company's existing strengths but also how to enhance and renew its capabilities. The authors argue that the risks of global expansion can be greatly reduced by taking a systematic approach to the decision-making process about entering a new country. They conclude that the experience of many global companies suggests that expensive mistakes are often made when companies don't ask certain key questions before they make such internationalization decisions. By better understanding the nature of their own competitive advantages and how those advantages might fit into or be augmented by a new market, companies can greatly improve their chances of success. The authors illustrate their argument by drawing on the examples of companies such as CEMEX, Telefónica, Accor, Wal-Mart and IKEA. The authors propose two tests for the global strategist, one to use when a company is considering replicating a successful strategy in a new country, and the other to use when a company is seeking to acquire a new capability in a new market.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 61
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (78 pages)
    Edition: 2nd edition
    Keywords: Electronic books ; local
    Abstract: Protect your organisation's information assets using ISO27001:2013 Information is one of your organisation's most important resources. Keeping it secure is therefore vital to your business. This handy pocket guide is an essential overview of two key information security standards that cover the formal requirements (ISO27001:2013) for creating an Information Security Management System (ISMS), and the best-practice recommendations (ISO27002:2013) for those responsible for initiating, implementing or maintaining it. Furthering the objectives of your organisation Information security means much more than a technology solution, and requires buy-in from senior managers and the collaboration of all staff in the organisation. For this reason, ISO27001 is not a one-size-fits solution, nor is it designed to be a static, fixed entity. By looking at ISO27001 and ISO27002 together, this pocket guide gives a wider view of what it means to implement an ISO27001 ISMS. Creating an ISMS based on ISO27001/ISO27002 will help you to: Improve efficiency by having systems and procedures in place that mean people spend less time 'fire-fighting' and reacting in an ad-hoc way to security incidents. Protect your information assets from a wide range of cyber threats, such as criminal activity and fraud, user errors, outside attack, insider compromise and system failure. Manage risk systematically and put in place a plan to eliminate or reduce cyber threats to your organisation. Prepare for the worst as ISO27001 requires you to monitor information security events, enabling earlier detection of threats or processing errors, and faster resolution. Completely up to date with the latest 2013 release of ISO27001, ISO27001/ISO27002: A Pocket Guide covers: The ISO/IEC 27000:2013 family of information security standards Background to the standards certification process The ISMS and ISO27001:2013 Specification vs. Code of Practice Documentation & Records Management Responsibility Policy & Scope Risk Assessment Implementation Continual Improvement Next step to certification? If your ISMS conforms to the specification of ISO27001, you can arrange for an independent audit of the ISMS against that specification and eventually achieve certification. We publish a range of ISMS documentation toolkits and books such as Nine Steps to Success, to help you do this. Buy this book and start securing your information assets today
    Note: Online resource; Title from title page (viewed October 3, 2013) , Mode of access: World Wide Web.
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  • 62
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (98 pages)
    Edition: 2nd edition
    Keywords: Electronic books ; local
    Abstract: Take your first step with Nine Steps Completely up to date with ISO27001:2013, this is the new edition of the original no-nonsense guide to successful ISO27001 certification. Ideal for anyone tackling ISO27001 for the first time, Nine Steps to Success outlines the nine essential steps to an effective ISMS implementation. Nine critical steps that mean the difference between project success and abject failure. Step-by-step advice for ISO27001: 2013 project success Based on his many years of first-hand experience with ISO27001, Alan Calder covers every single element of the ISO27001 project in simple, non-technical language, including: how to get management and board buy-in how to get cross-organizational, cross functional buy-in the gap analysis: how much do you really need to do? how to integrate with ISO9001 and other management systems how to structure and resource your project use consultants or do it yourself? the timetable and project plan risk assessment methodologies and tools the documentation challenges how to choose a certification body Read this book and discover the secrets of successful ISO27001:2013 certification
    Note: Online resource; Title from title page (viewed October 3, 2013) , Mode of access: World Wide Web.
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  • 63
    Online Resource
    Online Resource
    Ely, Cambridgeshire, United Kingdom : IT Governance Publishing
    Language: English
    Pages: 1 online resource (1 volume)
    Edition: Second edition.
    Keywords: Computer security ; Standards ; Data protection ; Electronic books ; Electronic books ; local
    Abstract: Information is one of your organisation's most important resources and keeping that information secure is vital to your business. An information security management system (ISMS) based on ISO27001/ISO27002 offers a host of benefits: Improved efficiency by having information security systems and procedures in place, enabling you to focus more on your core business. Protects your information assets from a wide range of cyber threats, criminal activity, insider compromise and system failure. Manage your risks systematically and establish plans to eliminate or reduce cyber threats. Enables earlier detection of threats or processing errors, and faster resolution. This handy pocket guide is an essential overview of two key information security standards that cover the formal requirements (ISO27001:2013) for creating an information security management system (ISMS), and the best-practice recommendations (ISO27002:2013) for those responsible for initiating, implementing or maintaining it.
    Note: Previous edition: 2008. - Includes bibliographical references. - Description based on online resource; title from title page (Safari, viewed June 10, 2016)
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  • 64
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Interactive management ; Group problem solving ; Creative ability in business ; Management ; Electronic books ; Electronic books ; local
    Abstract: As innovation becomes more democratic, many of the best ideas for new products and services no longer originate in well-financed corporate and government laboratories. How can companies tap into distributed knowledge and diverse skills? Increasingly, organizations are considering using an open-innovation process, but many are finding that making open innovation work can be more complicated than it looks. The authors' research suggests that executives in numerous industries face the same fundamental decisions when exploring open innovation: (1) whether to open the idea-generation process, (2) whether to open the idea-selection process or (3) whether to open both. The key to success, the authors argue, is careful consideration of what to open, how to open it and how to manage the new problems created by the openness. Although the authors found that many managers were fearful about venturing into an entirely new type of innovation process, they maintain that open innovation is rooted in classic innovation principles such as idea generation and selection. The first benefit of open innovation is the number of ideas that become available. Statistically, the more ideas generated, the better the quality of the best one is likely to be. A second, lesser-known advantage of open innovation is that the value of the best idea generally increases with the variability of the ideas received. There are advantages to casting the net widely enough to access ideas of diverse quality: The quality of the average idea may fall, but the best idea is more likely to be spectacular. While managers are often apprehensive about idea creation through open innovation, many are completely unfamiliar with the possibilities offered by opening idea selection. They assume that only company employees can make good choices about which ideas are best. Yet the authors found that outsiders provide distinctive expertise and perspectives, which enable companies to pick winning ideas and generate significant value. This is particularly true with products that can be used in many ways, or when fashions or requirements change quickly. A potential problem in open innovation, the authors point out, relates to how companies contract with idea generators. A second challenge in managing open innovation is caused by a shift in who bears the cost (and risk) of idea generation. With open innovation, the company pays for a design only after it has been completed. This means that the idea gene...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 65
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Sustainable development ; Case studies ; Economic development ; Case studies ; Electronic books ; Electronic books ; local
    Abstract: This case study examines Caesars Entertainment's sustainability initiative. In the past few years Caesars, the world's most geographically diversified gaming company, has come a long way toward earning a reputation as an environmental leader in the hospitality industry. It has received more than 50 awards and certifications for sustainability leadership. In just five years, the company has reduced its carbon footprint by nearly 10% and reduced its energy use per square foot by 20%. Gary Loveman, the company's chairman and CEO, stepped up the company's sustainability efforts beginning in 2007 as the economy was starting to weaken. Caesars' revenues were collapsing, forcing the company to reduce staffing levels by more than 20 percent. Staff members were developing creative ways to cut costs, reduce energy consumption and waste, and increase recycling, and Loveman saw an opportunity to build on their initiative. The program, dubbed CodeGreen, has become institutionalized across more than 50 Caesars properties, in part by a scorecard that continues to be refined. Although Caesars' properties have substantially reduced their carbon footprint and increased efficiencies, the next stage of Caesars' sustainability program is still being mapped out. This case study features details about Caesar's sustainability initiative, as well as expert commentary by two business school professors: Michael W. Toffel of Harvard and Gregory Unruh of Thunderbird School of Global Management.
    Note: Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 66
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business communication ; Industrial management ; Social media ; Electronic books ; Electronic books ; local
    Abstract: Social technologies are becoming more important to business, according to a survey conducted by MIT Sloan Management Review and Deloitte. However, the adoption of social technologies often means changing the way people work, and that means executives need to invest time and effort in explaining the purpose and value of using the new tools, as well as providing the necessary financial and organizational supports to sustain these work flow changes over time. The authors' research is based on two surveys conducted in 2011 and 2012, as well as dozens of interviews with executives and social business thought leaders. The 2012 survey had more than 2,500 respondents from 25 industries and 99 countries. According to its findings, 52% of managers say their companies are at an early stage of developing social capabilities. For these managers, the top barriers to using social business are a lack of strategy, no business case and a lack of management understanding. The authors explain the importance of three types of senior leadership support for initiatives that rely on social technologies: (1) support for these initiatives over time, not just when they are launched, (2) executives' own use of social technologies as a signal of their importance, and (3) a pragmatic attitude about what to measure and when to measure results from these initiatives. As marketers capitalize on social tools, the relationship between CMOs and CIOs can change, and some organizations are hiring chief digital officers, the authors note. They observe that successful social business initiatives can produce changes in the way executives work together.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 67
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Creative ability in business ; Corporate culture ; Electronic books ; Electronic books ; local
    Abstract: Everyone wants an innovative corporate culture, but how do you develop one? Prior research has suggested that the degree to which a company is innovative depends much less on capital, geography or sector than on the company's culture. The authors of this article say that the ability of a culture to support innovation depends on six key building blocks. They developed an assessment tool based on these building blocks, which can be used by managers to help make their culture more conducive to innovation. The authors say the six basic building blocks of an innovative corporate culture are values, behaviors, climate, resources, processes and success. Values drive priorities and decisions, which are reflected in how a company spends its time and money. Behaviors involve how people act in the cause of innovation. Climate is the tenor of workplace life. An innovative climate cultivates enthusiasm, challenges people to take risks within a safe environment, fosters learning and encourages independent thinking. Resources are comprised of three main factors: people, systems and projects. Of these, people - especially "innovation champions" - are the most critical, because they have a powerful impact on the company's values and climate. Processes are the routes innovations follow as they are developed. Finally, the internal and external success of an innovation drives many actions and decisions that may have an impact on the next one: who will be rewarded, which people will be hired and which projects will get the green light. After exploring this framework, the authors offer examples of companies that exemplify each quality. They also include a 54-element test they developed to enable managers to assess a company's "Innovation Quotient." Over the past three years, more than 1,000 employees in 15 companies around the world have taken this assessment. The authors give examples of companies that have implemented changes to make their culture more innovative based on what they learned from the survey, and a case study outlines the experience of a Latin American company with the assessment tool.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 68
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business ethics ; Social responsibility of business ; Electronic books ; Electronic books ; local
    Abstract: In the aftermath of the well-publicized frauds of Enron, WorldCom and Tyco circa 2001 and 2002, there were major efforts in the United States to restore trust and enforce corporate compliance. Among other things, the U.S. Congress passed the Sarbanes-Oxley Act of 2002, corporate spending on compliance increased an estimated $6 billion annually and leading business schools created ethics centers and made ethics training mandatory. Yet despite these reform efforts, corporate trust violations continue. In fact, some of the most insidious practices from the Enron era (notably, disguising financial weakness with offbalance-sheet debt) were front and center again during the global financial crisis of 2008. Why do trust failures continue to occur with such frequency, and how can they be reliably prevented? The authors found that building and sustaining organizational trust is different from building and sustaining interpersonal trust, and that major organizational trust violations are almost never the result of "bad apples" or "rogue employees." Rather, these violations are predictable in organizations that allow dysfunctional, conflicting or incongruent elements to take root. Trust betrayals occur, the authors note, when the organization actively caters to a group (or groups) at the expense of and even causing harm to another group. Given the global prevalence of social media, online global forums and 24-hour news cycles, a breach of trust with any one stakeholder group can rapidly undermine an organization's reputation for trust in its broader stakeholder community. Ironically, the authors note, trust failures can act as catalysts for creating a high-trust organization. Much can be learned about how to establish and sustain organizational trustworthiness by examining how organizations successfully restore trust after a major violation. In analyzing cases of companies that have attempted to repair trust, the authors identified three critical stages: investigation, organizational reform and evaluation. Reforms must be evaluated to ensure they are working as intended, and shortfalls must be addressed. Successful trust repair requires taking a systems perspective to accurately diagnose and reform the true faults in the organizational system.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 69
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Organizational change ; Office politics ; Electronic books ; Electronic books ; local
    Abstract: In today's fast-paced business world, leaders know that their organization's success is tightly linked to its ability to change again and again. Yet many change initiatives fail. One reason, the authors say, is that leaders often underestimate the impact of the politics and emotions of change. The authors suggest a five-step process for leading a major change initiative: Step 1: Map the political landscape. Map the key external and internal, formal and informal stakeholders who will be affected by the change. Step 2: Identify the key influencers within each stakeholder group. Once the key stakeholder groups are mapped, leaders should identify the key influencers within each group. Key influencers are those individuals who might be able to marshal resources, enroll others, build legitimacy and momentum, and provide ideas crucial to driving the change. Step 3: Assess influencers' receptiveness to change. People have different levels of receptiveness to a given change. Both supporters and skeptics must be engaged. Step 4: Mobilize influential sponsors and promoters. Sponsors have access to financial and human resources. Promoters, on the other hand, can be extremely useful in igniting the enthusiasm that can draw fence-sitters into the process and propel change forward. Step 5: Engage influential positive and negative skeptics. Skeptics can either make a change process more effective or turn a minor hurdle into a major roadblock. Positive skeptics may offer important perspectives and insights about the vulnerabilities of proposed changes. Influential negative skeptics are also important to work with.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 70
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Electronic commerce ; Computing platforms ; Electronic books ; Electronic books ; local
    Abstract: Online crowdsourcing platforms are growing at double-digit rates and are starting to attract the attention of large companies. Just as cloud computing offers unconstrained access to processing capacity and storage, what the authors call the "human cloud" promises to connect businesses to millions of workers on tap, ready to perform tasks and solve problems that range from the simple to the complex. Although the initial concept for the human cloud was to create an eBay-like marketplace for talent and labor, there were obstacles. The simple auction model seemed ill-suited for large, complex undertakings. The model was also often perceived as too risky by managers, who had a hard time developing "virtual" rapport with workers. Today, four new human cloud models have developed, each aiming to overcome these problems in a distinct way: 1. The Facilitator model connects suppliers and buyers directly through a bidding process but offers increased visibility into the supplier's identity and work processes. Elance and oDesk are examples of this model. 2. The Arbitrator model enables buyers to compare the inputs of multiple providers before choosing which to purchase. Arbitrator platforms such as CrowdSpring and InnoCentive follow this approach. 3. The Aggregator model breaks down a job, such as proofreading, translation, transcription or tagging, into tiny bits of work - microtasks - and finds workers willing to complete these tasks, sometimes in the context of a game. Platforms like Amazon Mechanical Turk and CrowdFlower offer such capabilities. 4. The most sophisticated model, the Governor, provides project management, supplier certification and quality control to assure qualified coordination and management of complex projects. The authors note that harnessing the human cloud's power will - as with earlier outsourcing waves - require hard work and learning. Buyers may find it helpful to think about managing a human cloud initiative much the same way that they manage the main phases of any outsourcing engagement.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 71
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Project management ; Electronic books ; Electronic books ; local
    Abstract: Many aspects of project management are well understood, but one key factor is frequently overlooked: A significant number of projects fail to meet their business objectives because they were launched without a clearly articulated purpose. In more than 20 years of consulting with hundreds of teams, the authors have found that lack of a focused "why statement" is perhaps the most common reason projects fail. Without a solid why, it is more difficult for a team to maintain its internal momentum and keep higher-level managers interested in the project. Projects are launched without a clear why statement for a number of reasons. Sometimes, the group feels pressured to do something, anything, right away. On other occasions, decision makers are unwilling to engage in discussions that might involve conflict or expose hidden agendas. Finally, a failure of imagination can lead to shortsighted reasoning, as the organization chooses a familiar course of action before realizing it won't actually address the problem that needs to be solved. The authors contend that a project team can improve its chances of success by considering four dimensions associated with clear why statements: 1. Identity requires that the core problem be clearly articulated. 2. Location is the second dimension of an effective why statement and answers the question, "Where do we see the problem?" 3. Timing involves specifying when the problem occurs, when it began and how long it is likely to persist if no action is taken. 4. Magnitude speaks to the significance and scale of the issue and answers the question, "How big is the problem or gap in measurable terms?" The four dimensions of a why statement provide a structured description of the business gap that drives the project. A why statement should be developed early in the gestation of a project before significant resources are misdirected toward a poorly defined venture that misses the mark, or worse, solves the wrong problem.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 72
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consumer behavior ; Customer loyalty programs ; Customer relations ; Management ; Marketing ; Electronic books ; Electronic books ; local
    Abstract: Is it better to reward existing customers for loyalty - or spend your marketing dollars on attracting new ones? Many companies face that management dilemma, and expert opinions on the subject conflict. The authors argue that the answer to that question depends on how fluid customer preferences are in a market and to what degree some of a company's customers are much more valuable than others. In markets where consumer preferences are highly fluid and where the highest-value customers are much more valuable than others, companies should focus on rewarding their best existing customers. Examples of industries in which this is the case include airlines and car rentals. However, if either or both of those two characteristics - customer shopping flexibility and concentrations in customer value - is not in place, then companies should focus on offering their best prices to new customers. When identifying high-value customers, it's important to remember that revenues and profits may not necessarily be correlated. The authors note that it is not only possible that high-volume customers are not as valuable as they seem, but, in some settings, they may be downright unprofitable. For example, at one bank with which one of the authors worked, about 50% of customers contributed negatively to profits. The authors suggest several approaches to addressing the problem of unprofitable customers, including customer education and selectively increasing prices to those customers.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 73
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Leadership ; Industrial management ; Electronic books ; Electronic books ; local
    Abstract: At some point in their careers, most executives - even the most talented - will face a power deficit. Regardless of their titles and nominal responsibilities, they will confront situations in which they have insufficient influence and authority to get their job done effectively. Fortunately, two strategies can almost always help the sidelined executive capture more clout and build an enduring power base. A variety of situations can lead a manager into a power deficit. Demographics (race, ethnicity, gender or age) can contribute to the power-deficient executive's predicament, as can inexperience, poor reputation, personality, background, training or outlook. It can happen to people with high potential. It can even happen to executives who are already high performers. Typically, an executive winds up with a power deficit because he or she lacks one or more of the following power sources: legitimacy, critical resources or networks. The high level of interaction between these three sources of power means that a shortage in one can easily produce shortages in the other two. The authors argue that, generally, executives who have a power deficit can solve the problem in one of two ways: they must either play the game more effectively or change the game by, for instance, reshaping their role in the organization. The authors offer examples and recommendations and provide a short questionnaire to help managers identify potential power deficits. The good news is that the odds of success are good. The authors report that in their coaching work with 179 executives who wrestled with power deficits, only four failed to improve the situation.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 74
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Competition ; Business ; Retail trade ; Electronic books ; Electronic books ; local
    Abstract: Erik Brynjolfsson (MIT Sloan School of Management), Yu Hu (Georgia Institute of Technology), and Mohammad S. Rahman (University of Calgary) Recent technology advances in mobile computing and augmented reality are blurring the boundaries between traditional and Internet retailing, enabling retailers to interact with consumers through multiple touch points and expose them to a rich blend of offline sensory information and online content. In the past, brick-and-mortar retail stores were unique in allowing consumers to touch and feel merchandise and provide instant gratification; Internet retailers, meantime, tried to woo shoppers with wide product selection, low prices and content such as product reviews and ratings. But as the retailing industry evolves toward a seamless "omnichannel retailing" experience, the distinctions between physical and online will vanish, the authors suggest, turning the world into a showroom without walls. This will push retailers and their supply-chain partners in other industries to rethink their competitive strategies The growing prevalence of location-based applications on mobile devices is a critical enabler. Mobile technology is well on its way to changing consumer behavior and expectations, the authors argue. By giving consumers more accurate information about product availability in local stores, retailers can draw people into stores who might otherwise have only looked for products online. The enhanced search capability is especially helpful with niche products, which are not always available in local stores. The availability of product price and availability information, the ability of consumers to shop online and pick up products in local stores, and the aggregation of offline information and online content have combined to make the retailing landscape increasingly competitive. Retailers used to rely on barriers such as geography and customer ignorance to advance their positions in traditional markets. However, technology is removing these barriers. The authors point to several possible success strategies for companies operating in the new competitive environment, including providing attractive pricing and curated product-related content; harnessing the power of data and analytics; avoiding direct price comparisons; learning to sell niche products; establishing switching costs; and embracing competition. In an omnichannel world, the authors say, there is a premium on learning rapidly from consumers and ca...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 75
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Organizational change ; Electronic books ; Electronic books ; local
    Abstract: Too often, conventional approaches to organizational transformation resemble the Big Bang theory. Change occurs all at once, on a large scale, and often in response to crisis. Yet we know from a great deal of experience that Big Bang transformation attempts often fail, fostering employee discontent and producing mediocre solutions with little lasting impact. Instead of undertaking a risky, large-scale makeover, organizations can seed transformation by collectively uncovering "everyday disconnects" - the disparities between our expectations about how work is carried out and how it is actually is. The discovery of such disconnects encourages people to think about how the work might be done differently. Continuously pursuing these smaller-scale changes - and then weaving them together - offers a practical middle path between large-scale transformation and smallscale pilot projects that run the risk of producing too little too late. The author has found that organizations take three approaches to discovery that are both particularly effective for uncovering everyday disconnects in the organization's work and seeding transformation from the bottom up. These techniques can be used together. The three techniques are: 1. Work Discovery Instead of assuming that you know how work is designed, examine it firsthand as it is actually conducted. Determine how to turn the (inevitable) surprises you uncover into assets. 2. Better Practices Instead of simply adopting the best practices of other organizations, screen the way work gets done in your organization through those best practices to generate new ideas. In other words, use best practices to generate even better practices. 3. Test Training Instead of locking down standard operating procedures during training, experiment with other, potentially better possibilities for changing the way the work will get done. Use training for testing these possibilities.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 76
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consolidation and merger of corporations ; Case studies ; Corporate reorganizations ; Case studies ; Business planning ; Case studies ; Electronic books ; Electronic books ; local
    Abstract: In the relentless evolution of technology and markets, many industries are in the midst of major reconfigurations of their fundamental architectures and how companies capture value. When industries converge, companies that were in seemingly unrelated businesses can become rivals. Managers need to recognize the different drivers and the types of strategic choices that are available to them. Turning a blind eye as the industry's ecosystem begins to change can be costly. Perhaps the most dramatic example of industry convergence is in telecommunications, information technology, media and entertainment, which many people now refer to as a single field, the "TIME" industries. This article is based in part on interviews at 26 companies in these industries. The authors identify four main drivers of industry convergence: technological advancement, open architectures and standards, policy and regulatory reforms, and changes in customer expectations and preferences. In addition, the authors describe four strategies companies have used to sustain growth in converging industries: technology pioneer, market attacker, ecosystem aggregator and business remodeler. Technology Pioneer Technology pioneers enter the market early and make strategic choices on the appropriate technological specialization as well as the control of intellectual property. New ventures following this path recognize that they need to demonstrate the technological potential of their inventions and evaluate the conditions for early customer adoption. Successful technology pioneers pursue these goals by driving standards, becoming the technology of choice and negotiating nonexclusive licenses. Market Attacker Market attackers try to exploit the commercial application of advanced technologies and tap into revenue opportunities generated by the fragmentation of well-established value chains. A particularly effective strategy is to team up with an incumbent and collaborate vertically in the value chain. This often involves three steps: establishing relationships with partners; consolidating the engagement model; and extending their partnerships, weighing different paths to expand scale and reach. Ecosystem Aggregator Ecosystem aggregators attempt to exploit the market opportunities resulting from a wave of emerging technologies. Typically, they are incumbents in the industry and leverage their competences and market experience to establish an innovation platform aimed at complementary pr...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 77
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: In industries where innovation is highly distributed, companies often attempt to gain market advantages by coordinating their product introductions with those of other companies in hopes of generating increased sales and customer satisfaction. Synchronization can take a number of forms, and the implementation costs vary widely. Moreover, keeping part of a company's operations synchronized with those of another can present substantial challenges involving control. The challenges are magnified when capturing the benefits of synchrony depends on many other players in the industry network. Understanding what it takes to coordinate critical activities across industry networks can be extremely helpful, particularly in technology-intensive industries, where innovation is distributed and companies are strategically interdependent. Sony and Microsoft, leading manufacturers of video game consoles, for example, often try to coordinate product releases with game manufacturers such as Electronic Arts. The network of relationships among companies within an industry plays a key role in producing synchronization. Such relationships can range from intense collaborations to arm's-length alliances involving less interaction. Enterprises synchronize their product development work in three different ways: by planning the synchrony proactively with a few other partner organizations; by reacting to signals by other companies; or by combining these two approaches to create a hybrid approach. In industries that produce highly complex products, industry leaders can overcome the weaknesses of planned and reactive synchronization by blending the two approaches. This involves proactively engaging with the company or companies they absolutely must coordinate with and "signaling" their intentions to a selected group of other companies in hopes that the broader network of companies will respond.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 78
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Employees ; Recruiting ; Personnel management ; Electronic books ; Electronic books ; local
    Abstract: Recently, the idea has emerged that a key to winning the talent war through recruitment is to place greater emphasis on an organization's reputation for social responsibility, not just the company's overall reputation or its reputation as a good employer. But, the authors argue, few studies validly examine the degree to which a company's social reputation or other aspects of its reputation are more or less important than other, more utilitarian job choice factors. When a survey task simply asks people to rate the importance of a laundry list of job attributes such as corporate social responsibility, it hides the marginal value of each attribute to the potential employee. The authors report on three job choice studies they undertook - one with a sample of MBA students, the second with white-collar office workers and the third with workers from a mixture of occupations (legal, medical, government/public service and manual labor). They systematically analyzed the way potential and actual employees make choices involving job contracts with various utilitarian and reputation components. From the results of their research, the authors conclude that for potential employers of MBA students, neither a corporate reputation for social responsibility nor a reputation as a good place to work is as important as those facets of the job contract that are more directly material to MBAs' careers - salary, compensation structure, time demands and promotion opportunities. These talented employees want to work for good employers, the authors conclude, but their employers do not have to be leaders in corporate social responsibility. Across job categories, the authors found a degree of heterogeneity that implies that overly simplistic prescriptions that do not account for the demands of workers in different professions could lead managers astray. For example, manual workers appear to be less concerned about a company's reputation, while those in the legal profession are clearly paying attention to the social and workplace dimensions of an organization's reputation. When it comes to reputation and the war for talent, the authors conclude, there is every indication it is not a case of one size fits all.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 79
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Three-dimensional printing ; Rapid prototyping ; Electronic books ; Electronic books ; local
    Abstract: These days, 3-D printing is much in the news. Also known as "additive manufacturing" or "rapid prototyping," 3-D printing is the printing of solid, physical 3-D objects. Unlike machining processes, which are subtractive in nature, 3-D printing systems join together raw materials to form an object. Some see 3-D printing and related technologies as having transformative implications. "Just as the Web democratized innovation in bits, a new class of 'rapid prototyping' technologies, from 3-D printers to laser cutters, is democratizing innovation in atoms," Wired magazine's longtime editor-in-chief, Chris Anderson, stated in his new book Makers: The New Industrial Revolution. "A new digital revolution is coming, this time in fabrication," MIT professor Neil Gershenfeld wrote in a recent issue of Foreign Affairs. But in addition to 3-D printing's technological implications, recent evolutions in 3-D printing offer important management lessons for executives about the changing face of technological innovation - and what that means for businesses. In this article, the authors examine the rapid emergence of a movement called open-source 3-D printing and how it fits into a general trend toward open-source innovation by collaborative online communities. They then discuss how existing companies can respond to - and sometimes benefit from - open-source innovation if it occurs in their industry.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 80
    Online Resource
    Online Resource
    Ely, Cambridgeshire, U.K. : IT Governance Pub.
    ISBN: 9781849285551 , 1849285551
    Language: English
    Pages: 1 online resource (1 v.)
    Edition: 3rd ed.
    Keywords: Data protection ; Standards ; Electronic commerce ; Security measures ; Computer networks ; Security measures ; Liability for credit information ; Credit cards ; Electronic books ; Electronic books ; local
    Abstract: Get started with PCI DSS Protect your customers' card data All businesses that accept payment cards are prey for hackers and criminal gangs trying to steal payment card details and commit identity fraud. The PCI DSS (Payment Card Industry Data Security Standard) exists to ensure that businesses process credit and debit card orders in a way that effectively protects cardholder data. Failing to comply with the standard can have serious consequences for your ability to process card payments. An ideal introduction and a quick reference to PCI DSS, including version 3.0 Co-written by a PCI QSA (Qualified Security Assessor) and updated to also cover PCI DSS version 3.0, this handy pocket guide provides all the information you need to consider as you approach the PCI DSS. It is also an ideal training resource for anyone in your organisation who deals with payment card processing. Coverage includes: an overview of Payment Card Industry Data Security Standard V3.0 the consequences of a breach how to comply with the standard a PCI self-assessment questionnaire (SAQ) procedures and qualifications an overview of the Payment Application Data Security Standard Buy this pocket guide and get to grips with PCI DSS, including version 3.0 This title is part of The ITGP Compliance Series , a suite of essential guides to regulatory and legal compliance. Designed to help organisations in their efforts to address issues such as PCI DSS, anti-bribery policy management and data protection, this series is indispensable for anyone seeking to align their policies and procedures with laws and regulations. The guides also provide a quick, cost-effective way to raise awareness of key issues among staff, partners and external customers. About the Authors Alan Calder is the Founder and Executive Chairman of IT Governance Ltd, an information, advice and consultancy firm that helps company boards tackle IT governance, risk management, compliance and information security issues. He has many years of senior management experience in the private and public sectors. Geraint Williams is a knowledgeable and experienced senior information security consultant and PCI QSA, with a strong technical background and experience of the PCI DSS and security testing. Geraint has provided consultancy on implementation of the PCI DSS and conducted audits with a wide range of merchants and service providers. He has performed penetration testing and vulnerability assessments for various clients. Gera...
    Note: "Compliance series"--Cover. - Description based on online resource; title from title page (Safari, viewed Apr. 8, 2014)
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  • 81
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Kyōsera Kabushiki Kaisha ; Industrial management ; Organizational effectiveness ; Electronic books ; Electronic books ; local
    Abstract: A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving managers and employees more responsibility and accountability for the performance of their own profit centers. But the authors argue that few companies have taken things as far as Kyocera Corp. Headquartered in Kyoto, Japan, Kyocera produces a range of industrial ceramics, semiconductor components, electronics devices and information and telecommunications equipment. During its more than five decades in business, a key driver of Kyocera's growth and success, the authors say, has been its distinctive entrepreneurial culture, known internally as "amoeba management." Kyocera founder Kazuo Inamori developed the amoeba management system to help ordinary employees without any operations or finance backgrounds see how they can contribute to the success of the business. Within Kyocera, there are some 3,000 amoebas, most of which have between five and 50 employees. They are expected to operate independently and find ways of working with other amoebas to achieve profitable growth. Amoebas share their plans with senior managers at plantwide assemblies. Hourly efficiency is the primary measure of amoeba performance. The ratio allows management to make profitability comparisons across amoebas and time. The authors note that Kyocera's system is better suited for business environments characterized by intense competition and fast technological change, because companies in such environments require decentralized structures.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 82
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: New products ; Competition ; Electronic books ; Electronic books ; local
    Abstract: Companies located in developing countries are currently serving billions of local consumers with innovative and inexpensive products. Author Constantinos C. Markides poses the question of what happens when more of those companies make the leap into more developed markets. Is it inevitable that these low-end companies will overtake the more developed companies? Markides examines and explores the "The Disruption Process" in the marketplace. To begin with, to be disruptive, a product has to meet two conditions: it must start out as inferior in terms of the performance that existing customers expect, but superior in price. As a result, existing customers will initially ignore it, but other customers (usually non consumers of the incumbent products) will be attracted by its low price. Then, for a product to truly become disruptive, it must evolve to become "good enough" in performance (attracting mainstream customers from the earlier generation of incumbent products) while at the same time remaining superior in price. In other words, it must become "good enough" in performance and superior in price. Using historical examples, Markides looks at how disruptors and incumbents manage competition in the marketplace. Whether low-cost innovations from emerging countries end up disrupting markets in developed countries depends not only on whether the disruptors succeed in putting in place an innovative business model that supports their cost advantage but also on how aggressively the incumbents respond. For incumbents, knowing that much of their fate rests in their hands is half the battle won.
    Note: "Intelligence"--Cover. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 83
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Electronic commerce ; Electronic books ; Electronic books ; local
    Abstract: Online retailing is far and away the fastest growing retail sector in the United States. The growth is being fed by two forces: (1) traditional retailers are getting their "Internet acts" together, and (2) "pure play" retailers are becoming increasingly innovative. The authors studied two groups: online retailers selling popular-brand consumables for the home, such as laundry detergent, pet supplies and diapers (represented by Netgrocer.com and Diapers.com); and online retailers selling specialty items, including fashion eyeglasses and apparel for men (represented by WarbyParker.com and Bonobos.com). They came up with a set of findings that may have important implications not just for pure-play Internet retailers but for more traditional retailers, too. Among them: Individual consumer acceptance depends on offline shopping costs. For Internet retailers, the best market opportunities are with customers in locations where offline retail shopping is limited and costs (including sales tax) are high. Sales evolution is structured and predictable. Although initial online sales in a particular region, and some geographic variation in sales across regions, may be driven by offline product costs, growth is fueled by the sharing of information among friends and neighbors. The authors' research on Netgrocer.com, an online retailer that delivers groceries, found that ZIP codes with lots of new customers tended to be adjacent to areas that had high concentrations of customers in earlier periods. Migrating from "good" to "great" requires expansion to niche locations. Although sales emerge first in areas where customers face high offline shopping costs and are propagated through local customer interactions, in order for online retailers to extend their reach they need to tap into hundreds or thousands of markets that individually represent few sales but collectively add up to significant numbers. Different locations require different customer acquisition strategies. In ZIP codes with a high physical density of customers, offline word of mouth can be particularly powerful. Traditional print advertising tended to work well in less dense environments.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 84
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Organizational change ; Social media ; Business communication ; Electronic books ; Electronic books ; local
    Abstract: In this article, the authors show that although the use of social media can be an extremely valuable way to enrich a company's culture and enhance its productivity, it isn't a sure thing. Based on a survey of 1,060 executives about their experience with social media and a number of indepth qualitative case studies, the authors argue that the main reason some social media initiatives fail to bring benefits to companies is because the initiatives don't create emotional capital, which they define as a strong emotional connection between stakeholders and the company. In the end, social media is still media - that is, mediums of communication - and those new mediums can be used as badly and counterproductively as any traditional mode. To show how companies can create a winning strategy, the authors contrast the experiences of two companies - an unnamed technology company and Tupperware Nordic, the Scandinavian branch of the kitchenware company. The technology company focused on software to facilitate social networking, not on using those new tools to build communities. It also tended to communicate in ways employees found insincere. Between insincere messages from the executive team and easier communication with other disgruntled employees, the initiative had no real positive effects for the company. Tupperware, by contrast, used the technology to help the company convey community spirit to its sales associates and took advantage of social media's unique ability to foster better vertical and horizontal communication. The authors conclude that although social media can help create closer and more dynamic stakeholder relationships, success with an online community requires a leader who can build emotional capital and who values community building as a means of creating economic value.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 85
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Social media ; Marketing ; Rate of return ; Electronic books ; Electronic books ; local
    Abstract: With the growth of social media, influencing consumer preferences and purchase decisions through online social networks and word of mouth is an increasingly important part of every marketer's job. Companies such as Geico, Dell and eBay are adapting the traditional "one-way" advertising message and using it as a stepping-stone to begin a two-way dialogue with consumers via social media. Marketers know that theoretically, social media should be a powerful way to generate sustainable, positive word-of-mouth marketing. If marketers can only select the right social media platform, design the right message and engage the right users to spread that message, their campaign should be a success. But until now, that's been a big if. The authors propose a seven-step framework for success in social media marketing campaigns. Their framework involves identifying social media users who are not only influential but also particularly interested in the company's product or service category and then recruiting and incentivizing those influencers to talk about the company's product or service. The authors describe the implementation of their seven-step framework at Hokey Pokey Ice Cream Creations, an upscale ice-cream retailer with more than a dozen outlets across India. Hokey Pokey's social media campaign resulted in substantial increases in brand awareness, social media ROI and sales revenue growth rate for the company. The authors also explain three new metrics they developed for use in social media marketing campaigns: the Customer Influence Effect, which measures the influence a social media user has on other users in the network; the Stickiness Index, which helps identify social media users who actively discuss the company's product or service category; and Customer Influence Value, which helps measure the monetary gain or loss realized by a company in social marketing campaigns by accounting for an individual's influence on purchases by other customers and prospects.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 86
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Leadership ; Business ; Electronic books ; Electronic books ; local
    Abstract: Author Mitroff opens his opinion piece with the question "Are you prepared to handle a mess?" In a period of rapid technological and business change, successful executives particularly need the ability to think critically - and to be aware that some of their most cherished assumptions may, at any point, be challenged or invalidated by changing events. Mitroff particularly focuses in his opinion piece on how business schools excel at teaching young managers well-structured models, theories and frameworks but need to spend more time helping their students surface, debate and test the assumptions underlying each model, theory or framework they are learning about. In this way, by developing students' critical thinking skills, universities would prepare young business leaders to succeed in a messy, uncertain world.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 87
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Customer relations ; Empathy ; Electronic books ; Electronic books ; local
    Abstract: Everyone has had encounters with automated telephone response systems and experienced the frustration of having to repeat voice commands multiple times before finally asking to speak to a service representative. Many large companies have become so focused on optimizing their business processes and systems that they have become all too willing to forget about cultivating emotional connections with customers. But in order to detect and respond to shifting customer needs, the authors argue, companies need to show more, not less, empathy with their customers. Some companies have found an approach that optimizes business processes and technology, the ability to foster emotional connections and the ability to use data empathetically. The authors call this approach softscaling. Successful softscaling is based on three core activities: nurturing emotional connections to achieve commitment and loyalty from employees, customers, suppliers and other business partners; optimizing business processes to achieve low-cost and reliable operational excellence; and combining data (captured by optimized processes and technology) with a deep understanding of local context to make empathic decisions. Being excellent at just one is not enough - it takes all three. These abilities are particularly important to businesses attempting to expand beyond their traditional customer bases and home markets, especially into volatile environments. Although the research was conducted in India, the authors maintain that the core tenets are equally applicable to companies in other emerging economies, as well as in sectors in developed markets that are experiencing rapid change. The authors examined five companies - Hero MotoCorp, Bharti Airtel, Tata Motors, Housing Development Finance Corp. and Max Healthcare - all of which integrate optimization and emotion, using evidence-based empathy that is grounded in data analytics. This strategy has enabled the companies to exploit opportunities to become market leaders in highly unstable, resource-constrained settings.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 88
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consolidation and merger of corporations ; Corporate reorganizations ; Electronic books ; Electronic books ; local
    Abstract: Planning for post-merger integration typically focuses on operational issues, such as harmonizing product lines and financial and human resource information systems, and determining which employees are retained and which ones are let go. Attention is also paid to the identity of the merged enterprise in a superficial sense. The name of the acquirer may be retained, or a new logo may be created or a new name found. But for organizations to achieve the psychological synergies required to realize economic synergies from mergers and acquisitions, the authors argue that executives need to attend to a more complex, deeper set of identity issues. These issues define the essence of the entity and give employees a clear answer to the question "Who are we?" and external stakeholders a clear answer to the question "Who are they?" The first question refers to an organization's members' view of what makes it unique among all other organizations. The second question captures what external audiences believe is the essence of the organization. Left unattended, these deeper identity issues will diminish engagement and will inevitably affect the performance of the merged entity. Operational integration post-merger is a necessary but not sufficient condition for successful performance. Careful attention to identity integration is also essential for success. The authors argue that there is no "one best way" and that in fact there are four distinct paths that can be followed to achieve identity integration: assimilation, federation, confederation and metamorphosis. Each of these paths represents a particular combination of the answers to two questions that managers must confront in anticipation of a merger or acquisition: What should be done with the identities that the parties to the merger bring with them (in other words, their historical identities)? And how should a common identity for the future be built?
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 89
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Commercial statistics ; Electronic data processing ; Electronic books ; Electronic books ; local
    Abstract: In a recent data and analytics survey conducted by MIT Sloan Management Review in partnership with SAS Institute Inc., the authors found a strong correlation between the value companies say they generate using analytics and the amount of data they use. Combining the responses to several survey questions, they identified five levels of analytics sophistication, with those at Level 5 being most sophisticated and innovative. These analytical innovators in Level 5 had several defining characteristics. First, they tended to use more data than other groups. In fact, they were three times more likely than the 8% of those respondents who fell into the Level 1 category to say they used a great deal or all of their data. Second, there was a strong correlation between driving competitive advantage and innovation with analytics and how effective a company is at managing what the authors term "the information transformation cycle." This cycle refers to the process of capturing data, analyzing information, aggregating and integrating data, using insights to guide future strategy and disseminating information and insights. Respondents who fell into the Level 5 category also had a stronger need for speed than other survey respondents. Eighty-seven percent reported that the ability to process and analyze data more quickly was very important. Utilizing speed fell into three separate areas: customer experience, pricing strategy and innovation. Another intriguing finding from the survey involved the cultural impact on organizations. Some respondents reported that the use of analytics is shifting the power structure within their organizations. Analytical innovators, as a group, tended to be more likely than other groups to say that analytics has started to shift the power structure in their organizations.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 90
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Business logistics ; Industrial management ; Logistics ; Electronic books ; Electronic books ; local
    Abstract: Author Yossi Sheffi makes the argument that Logistics Clusters create jobs that are difficult to move offshore, and therefore lead to economic growth in multiple sectors. Logistics clusters are local networks of businesses that provide a wide array of logistics services, including transportation carriers, warehousing companies, freight forwarders and third-party logistics service providers. They also include the distribution operations of retailers, manufacturers (for both new products and aftermarket parts) and distributors. These clusters attract companies for whom logistics is a critical element of their service offering or a large part of their overall costs. In recent years, logistics clusters have received support and funding from regional and national governments all across the world seeking to promote economic growth. Logistics clusters have the ability to address several challenges many economies face, including the pressing need for good jobs, higher levels of foreign trade and infrastructure renewal. In addition to helping companies navigate global supply networks, logistics clusters can lead the way in sustainable transportation and energy-efficient storage and transportation operations. The author contends they are contributing to the efficiency of global supply chains and, in the process, increasing international trade and global trade flows.
    Note: Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 91
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Strategic planning ; Management ; Electronic books ; Electronic books ; local
    Abstract: The Chief Strategy Officer (CSO) is a comparatively new but increasingly important role in many organizations. To explore the role of the CSO, the authors conducted 24 interviews with CSOs at U.K. companies that are part of the FTSE 100 Index, across a number of industrial sectors. Secondary data - company reports, strategy documents and presentations - were used to complement the interviews. From this study of interviews and secondary data, the authors have developed a typology of four CSO archetypes - Internal Consultant, Specialist, Coach and Change Agent - who carry out a variety of responsibilities in the role of the CSO. By understanding how the duties of the CSO can vary significantly from organization to organization, boards and CEOs can make better decisions about which type of CSO is necessary for their leadership teams.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 92
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (64 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Information technology plays a fundamental role in the operations of any modern business. While the confidentiality and integrity of your organisation's information have to be protected, a business still needs to have this information readily available in order to be able to function from day to day. If you are an information security practitioner, you need to be able to sell complex and often technical solutions to boards and management teams. Persuading the board to invest in information security measures requires sales skills. As an information security professional, you are a scientific and technical specialist; and yet you need to get your message across to people whose primary interests lie elsewhere, in turnover and overall performance. In other words, you need to develop sales and marketing skills. This pocket guide will help you with the essential sales skills that persuade company directors to commit money and resources to your information security initiatives. How this book can help information security professionals: Understand basic sales techniques Find out what to do to capture the attention of management and win them over Understand how to present yourself Present yourself so that management takes you seriously, and ensure your proposal receives a proper hearing. Find out how to earn management's trust This guide shows you how to persuade management that you are the kind of information security professional who is interested in supporting, rather than impeding, business success. Learn how to craft a successful proposal This guide offers you invaluable tips on how to write a proposal that will communicate your ideas effectively to senior executives. Improve your powers of persuasion with the board ... Buy this pocket guide today!
    Note: Online resource; Title from title page (viewed June 24, 2010) , Mode of access: World Wide Web.
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  • 93
    Online Resource
    Online Resource
    Ely, Cambridgeshire, U.K. : IT Governance Pub.
    Language: English
    Pages: 1 online resource (1 v.)
    Parallel Title: Erscheint auch als
    Keywords: Computer security ; Dictionaries ; Computer security ; Terminology ; Business enterprises ; Computer networks ; Security measures ; Auditing ; Dictionaries ; Computer security ; Management ; Standards ; Dictionaries ; Data protection ; Management ; Standards ; Dictionaries ; Information technology ; Standards ; Dictionaries ; Confidential business information ; Dictionaries ; Electronic books ; Electronic books ; local
    Abstract: Get to grips with key ISO27000 and information security vocabulary with this indispensable, concise pocket guide! Information security is of crucial importance to your business. If you don't know the difference between a cookie and a worm, or between war-chalking and digital watermarking, you are sure to find this guide enlightening. The strength of the book is that it is a combined glossary, enabling you to find explanations of geek slang, procedural language and acronyms all in one place. The combined glossary is a revised edition of the popular A Dictionary of Information Security Terms , and this new edition has been able to draw on the definitions provided in ISO/IEC 27000:2009 - Security Techniques - Information security management systems - Overview and vocabulary . What's new? Further definitions are sourced from ISO/IEC Guide 73:2002 to provide you with authoritative explanations of those information security terms that are used across the ISO framework. The combined glossary has taken account of an important change on the information security scene, and contains some new acronyms and definitions from the Payment Card Industry Data Security Standard (PCI DSS). Benefits to business include: Understand what everyone else is talking about The fact that you're reading this suggests you take an interest in information security. Whether you work in business or in the public sector, it's an issue that's likely to come up. If you're given a position paper to read on information security, or have to attend a briefing, you will want to form your own opinion, particularly when the discussion directly affects your company. Meekly accepting arguments you don't understand is never a good idea, especially not when large sums of money are involved. With the clear, reliable definitions contained in this combined glossary, you can finally get to grips with the problem. Understand what you're talking about Any modern organisation relies on its IT systems. Although IT may not be your speciality, cybercrime affects all of us. So, wherever you work, if you are in a position of responsibility, then at some point, you will need to form a view on information security and put your point across. You can use this combined glossary to bring your arguments into sharper focus. The pocket guide will prove invaluable not only to business executives but also to civil servants and lawyers, as well as to people working in financial services and the media. Assist ISO im...
    Note: "First published in the United Kingdom in 2007 (as A Dictionary of Information Security Terms, Abbreviations and Acronyms)"--T.p. verso. - Description based on print version record
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  • 94
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Keywords: Computer networks ; Security measures ; Risk management ; Electronic books ; Electronic books ; local
    Abstract: Plan and carry out a risk assessment to protect your business information. In the knowledge economy, organisations have to be able to protect their information assets. Information security management has, therefore, become a critical corporate discipline. The international code of practice for an information security management system (ISMS) is ISO27002. As the code of practice explains, information security management enables organisations to 'ensure business continuity, minimise business risk, and maximise return on investments and business opportunities'. Information Security Management System requirements The requirements for an ISMS are specified in ISO27001. Under ISO27001, a risk assessment has to be carried out before any controls can be selected and implemented, making risk assessment the core competence of information security management. This book provides information security and risk management teams with detailed, practical guidance on how to develop and implement a risk assessment in line with the requirements of ISO27001. International best practice Drawing on international best practice, including ISO/IEC 27005, NIST SP800-30 and BS7799-3, the book explains in practical detail how to carry out an information security risk assessment. It covers key topics, such as risk scales, threats and vulnerabilities, selection of controls, and roles and responsibilities, and includes advice on choosing risk assessment software. Benefits of a risk assessment Stop the hacker . With a proper risk assessment, you can select appropriate controls to protect your organisation from hackers, worms and viruses, and other threats that could potentially cripple your business. Achieve optimum ROI. Failure to invest sufficiently in information security controls is 'penny wise, pound foolish', since, for a relatively low outlay, it is possible to minimise your organisation's exposure to potentially devastating losses. However, having too many safeguards in place will make information security system expensive and bureaucratic; so without accurate planning your investment in information security controls can become unproductive. With the aid of a methodical risk assessment, you can select and implement your information security controls to ensure that your resources will be allocated to countering the major risks to your organisation. In this way, you will optimise your return on investment. Build customer confidence. Protecting your information security ...
    Note: Publication information taken from resource description page (Safari, viewed August 19, 2013). - Includes bibliographical references. - Description based on online resource; title from cover
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  • 95
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (62 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: A Green office is a cost-effective office! Understand why with this handy reference guide!
    Note: Online resource; Title from title page (viewed March 5, 2009) , Mode of access: World Wide Web.
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  • 96
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Parallel Title: Erscheint auch als
    Keywords: Information technology ; Management ; Business enterprises ; Computer networks ; Information technology ; Evaluation ; Auditing ; Standards ; Electronic books ; Electronic books ; local
    Abstract: Use an IT Governance strategy to reduce risk An Introduction for Directors and IT professionals The modern organisation is increasingly working within the context of corporate governance. The subject dictates their day-to-day and strategic activities, especially corporate information asset risk management and investment, and the ICT infrastructure within which those information assets are collected, manipulated, stored and deployed. But what is corporate governance, and why is it important to the IT professional? Why is IT governance important to the company director, and what do directors of companies - both quoted and unquoted - need to know? The Calder-Moir Framework The book also explains how to integrate each standard and framework using The Calder-Moir Framework (download for free from www.itgovernance.co.uk/calder_moir.aspx ), which was developed specifically to help organisations manage and govern their IT operations more effectively, and to coordinate the sometimes wide range of overlapping and competing frameworks and standards. It also specifically supports implementation of ISO/IEC 38500, the international standard for best practice IT governance. Practical IT Governance guidance Board executives and IT professionals can learn to maximise their use of the numerous IT management and IT governance frameworks and standards - particularly ISO/IEC 38500 - to best corporate and commercial advantage. Build an IT Governance Framework Within a 'super framework', or 'meta -framework', you can integrate each of these standards and frameworks whilst making sure that each can deliver what it was designed to do. Developing an overarching framework will enable your organisation to design IT governance to meet your own needs.
    Note: Includes bibliographical references. - Description based on print version record
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  • 97
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Pub.
    Language: English
    Pages: 1 online resource (1 v.)
    Parallel Title: Erscheint auch als
    Keywords: Information technology ; Environmental aspects ; Business enterprises ; Environmental aspects ; Social responsibility of business ; Business ethics ; Environmental protection ; Global warming ; Electronic books ; Electronic books ; local
    Abstract: Reap the rewards of a Green IT Strategy with this essential guide Climate change can be an emotive issue. This book takes a cool look at the subject and shows you what makes it relevant to your business. A big part of the answer is energy. Computers consume a lot of energy, and energy costs money. The cost of powering and cooling data servers over three years is currently 1.5 times the cost of purchasing the server hardware. Over the next two decades, global demand for energy is predicted to rise by 50%, which means that your long-term energy costs are also likely to increase. In the end, if your organisation's energy costs are high, it makes sense for you to focus on ways to reduce energy consumption. Improving the efficiency of data centre power supplies and reducing IT power requirements in the office are examples of how Green IT can yield a substantial return on investment. This business guide to Green IT was written to introduce, to a business audience, the opposing groups and the key climate change concepts, to provide an overview of a Green IT strategy and to set out a straightforward, bottom-line orientated Green IT action plan. Benefits to business of a Green IT strategy: Cut costs A Green IT strategy, including such measures as switching off PCs at night, or introducing Cloud Computing, will enable you to reduce the amount of energy that your organisation consumes and, therefore, to cut costs. Improve sales Products that can demonstrate their green credentials are more attractive to consumers. As organisations pursue more ambitious environmental objectives, they are putting their suppliers under increasing pressure to improve their own environmental record. Meanwhile, the public sector has adopted rigorous standards for Green procurement. With Green IT you can help your company to reach more customers and to win new business. Enhance your organisation's reputation The environment is an emotional issue, and environmental concerns affect the way your company is perceived by consumers. Green IT will support your company's Corporate Social Responsibility (CSR) strategy by reducing the environmental impact of your operations. The evidence suggests that the market rewards companies whose practices are environmentally responsible. Conform to regulations and standards New regulations, such as the Waste Electrical and Electronic Equipment (WEEE) Directive, aim to reduce the effects on the environment resulting from the use and disposal of I...
    Note: Includes bibliographical references. - Description based on print version record
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  • 98
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (49 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Understand ISO 38500: the standard for the corporate governance of IT ISO/IEC38500 is the international standard for the corporate governance of information and communication technology. The purpose of the standard is to create a framework to ensure that the Board is appropriately involved in the governance of the organisation's IT. The standard sets out guiding principles for directors on how to ensure the effective, efficient and acceptable use of IT within their company. This useful pocket guide provides an account of the scope and objectives of the standard. It outlines the standard's six core principles, sets out the three major tasks that the standard assigns to directors regarding IT, and explains the interrelationship between the two. The guide also offers advice on how to set up and implement the IT governance framework. Business benefits of ISO/IEC 38500 (ISO38500) include: Manage the organisation's investment in IT responsibly The pocket guide shows how the standard can be used to ensure that your decision making about IT investment remains clear and transparent, and that the associated risks are clearly understood. Meet compliance requirements ISO/IEC38500 requires directors to verify that their IT systems are in compliance with all applicable regulations. As this pocket guide explains, following the procedures set out in ISO/IEC38500 will help company directors both to achieve and demonstrate compliance. Improve the performance of the organisation On average, investment in IT represents more than 50 per cent of every organisation's annual capital investment. Both private and public sector organisations need to maintain a high standard of service while at the same time keeping costs low. The pocket guide looks at how following the guidance contained in ISO/IEC38500 can enable directors to retain a grip on costs and obtain better value for money from IT equipment. Introduce effective project governance This pocket guide describes how ISO/IEC38500 can help company directors to identify problems in an IT project at an early stage. In this way, the standard promotes effective management of the risks associated with major IT projects, enables the board to keep a grip on budgets and militates against project failure. Implement ISO38500, the international standard for corporate governance of IT An IT governance framework serves to close the gap between the importance of IT and the understanding of IT. For this reason, you can use an IT go...
    Note: Online resource; Title from title page (viewed July 31, 2008) , Mode of access: World Wide Web.
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  • 99
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IT Governance Publishing | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (95 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Invaluable advice on information security in clear, accessible language! Are you making it too easy for online fraudsters to steal from your company? IT is opening up new opportunities for your business. It also offers rich pickings for the criminal. The new threat When legitimate business goes digital, organised crime cannot be far behind. So, once your business is connected to the Internet, you become vulnerable to a whole range of new threats. Hackers can break into your computer, using dictionary attacks or keystroke logging to seize the password to your email account. ; Criminals may send you emails in an attempt to trick you into downloading malicious software or to reveal your bank details. Online fraud may now be as valuable to organised crime as drug trafficking, and there are roughly 200,000 viruses, Trojans and worms circulating in cyberspace. All this means that in today's world, the bad guys are only a mouse-click away. What you can do Your business information is valuable, so it is in your interest to protect it. You also have a responsibility towards your customers. While information security breaches are costly in themselves, you also have to think about what exposing your customers to the danger of identity theft might do to your company's reputation. Sometimes these issues seem complex and bewildering. The good news is that you can take some simple steps that will help to secure your business's digital information. Common-sense precautions, like not leaving your laptop lying around in a public place, or protecting your wireless network with a firewall, make a real difference. Speaking your language If IT is not your speciality, and you are running a small business that is connected to the Internet, then this book is for you. The author steers clear of geek language, and offers you, in plain English, ten simple rules to keep you out of trouble online. The damage and losses that result from online fraud can run into thousands of pounds, so this could well be the most valuable books you ever buy! Benefits to business include: Retain customer confidence If you cannot protect your customer data, then you will leave it exposed to hackers and thieves. Breaches in your information security will not only alienate existing customers, but also scare other potential customers away. To protect the reputation of your company, you need to get up to speed on information security. Avoid fines and lawsuits If you are running a business, you ha...
    Note: Online resource; Title from title page (viewed July 1, 2008) , Mode of access: World Wide Web.
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  • 100
    Online Resource
    Online Resource
    Ely, U.K. : IT Governance Pub.
    Language: English
    Pages: 1 online resource (1 v.)
    Keywords: Information technology ; Security measures ; Computer networks ; Security measures ; Data protection ; Risk management ; Electronic books ; Electronic books ; local
    Abstract: Use ISO27001 to protect your organisation's information assets This helpful, handy ISO27001/ISO27002 pocket guide gives a useful overview of these two important information security standards. Read this pocket guide to learn about: The ISO/IEC 27000 Family of Information Security Standards Background to the Standards Certification process The ISMS and ISO27001 Overview of ISO/IEC 27001:2005 Specification vs Code of Practice Documentation Records Management Responsibility Policy Scope Risk Assessment Implementation. Confidentiality, Integrity and Availability In order to ensure the availability, confidentiality and integrity of your business information, you will need to put in place an information security management system (ISMS). ISO27001 is the international standard that offers a framework for an ISMS. If your organisation's ISMS conforms to the specification of ISO27001, you can arrange for an independent audit of the ISMS against that specification and eventually achieve certification. Why does ISO27001/27002 matter? Improve efficiency - An ISO27001 compliant ISMS will enable your organisation to move beyond the ad hoc approach to information security. An unsystematic approach to the subject tends to mean that a lot of people's time is wasted ""putting out bush fires"": fixing bugs in software and reacting to incidents as they arise. However, the structured, coherent approach of the ISMS will make your organisation less likely to be crippled by minor setbacks and will, therefore, enable it to function more effectively Protect your information assets - Information assets face a wide range of threats, ranging from criminal activity, such as fraud, to user error or system failure. Putting in place an ISMS, will enable you to improve the level of information security within your organisation Manage risk - The systematic approach to information security required under ISO27001, means your organisation needs to put in place a risk treatment plan. Once you have identified the main threats to your business information, and the most likely ways in which they could do damage to your company, you can work out how best to eliminate or reduce these risks. In addition, there are some risks you can manage by ensuring they remain at an acceptable level Prepare for the worst - Supposing that, in spite of the precautions you had taken, your company did suffer a major security breach. If something like that happened, how well prepared would your company th...
    Note: Description based on online resource; title from title page (Safari, viewed August 19, 2013)
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