ISO 27001 2013 - Introduction v3.0 - Part 3

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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/iso-27001-2013-introduction-v3-0-part-3-2567 BENEFITS OF DOCUMENT 1. Learn about ISO 27001 2013 practices. DOCUMENT DESCRIPTION This module deals with the introduction to ISO 27001 2013 programs.

Business

Module 01
Chapter 03
Elements of an ISMS

Infosec policies
Provide management direction
and support for information
security
Compliance with legislative and
contractual requirements
4
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Asset management
Accountability for assets
Inventory of assets
Acceptable use of assets
Information classification,
Labeling and handling
Media handling
7
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Cryptography
Cryptography policy
Key management
10
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Operations security
Documented operating procedures
Change management
Capacity management
Production operational change control
Separation of development, test and
operational environment
Malware protection
13
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System acquisition, development and
maintenance
Security requirements at all phases of
SDLC
Securing applications services
Security in development and support
processes
Outsourced development
Test data protection
16
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Infosec aspects of BCM
Plan infosec continuity
Implement infosec continuity
Verify continuity plans
Implement sufficient redundancies
19
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More Information: https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182 Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns. Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents. Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire. 5 Patterns of Business Model Scalability Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers. To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability: Operate with multiple distribution channels Eliminate typical capacity limitations Outsource capital investments to partners Allow customers and partners assume multiple roles in the business Create platform models Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/shareholder-value-traps-5239 Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization. Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth. This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions: Who creates the most value for the organization? Who among the stakeholders typically secure the best deals from the organization? Who is the victim of having the worst deals from the organization? Who among the stakeholders is potentially untrustworthy? Are there any intermediaries or stakeholders fulfilling their personal agendas? Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked: Ignoring cash-flow driving stakeholders while distributing cash Miscalculating reaction from stakeholders Supporting under-performing units Conceding to willful vulture capitalists Misjudging intermediaries role in transactions Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...

Flevy.com Best Practices

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