LoopLogic supports the oEmbed standard which is a format for allowing an embedded representation of a URL on third party sites. The simple API allows a website to display embedded content (such as photos or videos) when a user posts a link to that resource, without having to parse the resource directly.
To enable oEmbeds on your site, you will need to have add a few lines of code. Here is an example that we use on our own Wordpress blog:
In this video, Stephane illustrates some of the data points available through our analytics tracking and reporting component.
Transcript
Principled Performance
Principled Performance How principled performance is the new normal and the imperative for integrating governance, performance, risk, internal control and compliance management.
Presenter's Notes: 1
Learning Objectives
Learning Objectives Understand the key concepts related to Principled PerformanceUnderstand drivers for, and implications of applying Principled Performance to your businessUnderstand how GRC is related to Principled Performance
Presenter's Notes: 2
Big Picture
Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives
Presenter's Notes: 3
Big Picture
Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives UNCERTAINTY ?
Presenter's Notes: 4
Big Picture
Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives OPPORTUNITIES OPPORTUNITIES OPPORTUNITIES
Presenter's Notes: 5
Big Picture
OPPORTUNITIES OPPORTUNITIES Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives OPPORTUNITIES OBSTACLES
Presenter's Notes: 6
Big Picture
Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives OPPORTUNITIES OPPORTUNITIES OPPORTUNITIES MANDATORY BOUNDARYboundary established by external forces including laws, government regulation and other mandates. OBSTACLES
Presenter's Notes: 7
Big Picture
Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives OPPORTUNITIES OPPORTUNITIES OPPORTUNITIES MANDATORY BOUNDARYboundary established by external forces including laws, government regulation and other mandates. OBSTACLES VOLUNTARY BOUNDARYboundary defined by management including organizational values, contractual obligations, voluntary policies and other promises.
Presenter's Notes: 8
Big Picture
Big Picture BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives MANDATORY BOUNDARYboundary established by external forces including laws, government regulation and other mandates. VOLUNTARY BOUNDARYboundary defined by management including organizational values, contractual obligations, voluntary policies and other promises. OBJECTIVESstrategic, operational, customer, process, compliance objectives
Presenter's Notes: 9
Past Few Years
Past Few Years S&P 500 Performance
Presenter's Notes: 10
Past Few Years
Past Few Years S&P 500 Performance Massive Ethics and Integrity Risks Materialize
Presenter's Notes: 11
Past Few Years
Past Few Years S&P 500 Performance Massive Interrelated and Systemic Risks Materialize Massive Ethics and Integrity Risks Materialize
Presenter's Notes: 12
Past Few Years
Past Few Years S&P 500 Performance Uncertainty Integrity
Presenter's Notes: 13
Takeaway #1
Takeaway #1The past decade provided the perfect storm to drive change- demanding stakeholders- increased volume and complexity of risks- high costs+- lousy economy- visible failures
Presenter's Notes: 14
Principled Performance
Principled Performance reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity
Presenter's Notes: 15
Principled Performance
Principled Performance reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity WHAT
Presenter's Notes: 16
Principled Performance
Principled Performance reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity WHAT HOW
Presenter's Notes: 17
Takeaway #2
Takeaway #2Whats and Hows
Presenter's Notes: 18
Principled Performance
Principled Performance reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity 1 2 3 4
Presenter's Notes: 19
Principle #1: Reliable Achievement of Objectives
Principle #1: Reliable Achievement of Objectives reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity Achievement of Objectives 1 Intentional Measured Visible Objectives are stated and not accidental. Performance is measured. Performance is transparent to stakeholders.
Presenter's Notes: 20
Principle #2: Addressing Uncertainty
Principle #2: Addressing Uncertainty reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity Addressing Uncertainty 2 Holistic Proactive Rigorous Uncertainty about the future includes both risk and reward. You must proactively manage the pursuit of reward mindful of the risk. You can be wrong but must be thoughtful and rigorous.
Presenter's Notes: 21
Principle #3: Acting with Integrity
Principle #3: Acting with Integrity reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity Acting with Integrity 3 Mandatory Voluntary Realistic Honor mandatory promises compelled by stakeholders. Honor voluntary promises made to stakeholders. Clean up the mess if a promise is broken.
Presenter's Notes: 22
Principle #4: Reliable
Principle #4: Reliable reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity Reliable 4 Expected Truthful Assured Performance is steady and sustained with relatively few surprises. Information related to performance is reasonably free from error and bias. Information related to performance can be trusted.
Presenter's Notes: 23
Takeaway #3
Takeaway #3Principled Performance is a superior approach in the current climate
Presenter's Notes: 24
ELABORATE
ELABORATE
Presenter's Notes: 25
Illustration 1: Good Intentions
Illustration 1: Good Intentions PrincipledPerformance GoodIntentions Just because an organization articulates objectives and promises that you agree with does NOT make them a principled performer
Presenter's Notes: 26
Illustration 2: Disagreement
Illustration 2: Disagreement PrincipledPerformance Disagreement You may disagree with an organizations objectives and promises, but they may INDEED be a principled performer
Presenter's Notes: 27
POSITIVE
POSITIVEvsNORMATIVE
Presenter's Notes: 28
POSITIVE
POSITIVEvsNORMATIVE Objective & Testable
Presenter's Notes: 29
POSITIVE
POSITIVEvsNORMATIVE Objective & Testable Based on Preferences
Presenter's Notes: 30
POSITIVE
POSITIVEvsNORMATIVE Objective & Testable
Presenter's Notes: 31
IMPLICATIONS
IMPLICATIONS
Presenter's Notes: 32
Big Picture
Big Picture reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity
Presenter's Notes: 33
Integration & Orchestration
Integration & Orchestration
Presenter's Notes: 34
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 35
5-10% of enterprise processes
5-10% of enterprise processes
Presenter's Notes: 36
5-10% of enterprise processeshoweverthey are...
5-10% of enterprise processeshoweverthey are pervasive & costly
Presenter's Notes: 37
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 38
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 39
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 40
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 41
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 42
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 43
WHY?
WHY?
Presenter's Notes: 44
Why Integrate & Orchestrate?
Why Integrate & Orchestrate?
Presenter's Notes: 45
GRC
GRCmeans to the end
Presenter's Notes: 46
GRC Capability Defined
GRC Capability Defined a capability that enables an organization to reliably achieve objectives while addressing uncertainty and acting with integrity
Presenter's Notes: 47
Composition
Composition
Presenter's Notes: 48
G-R-C
if it includes all of these areas then why onlyG-R-C
Presenter's Notes: 49
Because
Because while there are other functions and disciplines beyond governance, risk and compliance that play a role 13-letter acronyms are cumbersome IA, CSR, E, HR, X, Y, Z G, R, C
Presenter's Notes: 50
G-R-C
andG-R-CRepresent Distinct Perspectives
Presenter's Notes: 51
What does this capability look like?
What does this capability look like?
Presenter's Notes: 52
GRC
GRC
Presenter's Notes: 53
GRC
GRC Principled Performance Governance Performance Management Internal Control Ethics & Culture Management Compliance Management Risk Management NACD, OECD, King 3Domain-Specific Governance (IT, Project, etc.) Balanced ScorecardStrategic PlanningBusiness IntelligenceDecision ScienceQuality Management COSOCoCoTurnbull US FSGAS 3806Quality ManagementDomain-Specific COSO ERMISO 31000 / BSI 31100UK Orange BookIRM / ALARMDomain-Specific (BASEL) Social PsychologyBehavioral EconomicsLearning Theory
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LoopLogic supports the oEmbed standard which is a format for allowing an embedded representation of a URL on third party sites. The simple API allows a website to display embedded content (such as photos or videos) when a user posts a link to that resource, without having to parse the resource directly. To enable oEmbeds on your site, you will need to have add a few lines of code. Here is an example that we use on our own Wordpress blog:
In this tutorial, Stephane shows how to retrieve analytics reports for specific contacts you reached via mass-email or lead generation.
In this video, Stephane illustrates some of the data points available through our analytics tracking and reporting component.
Transcript
Principled Performance
Principled Performance How principled performance is the new normal and the imperative for integrating governance, performance, risk, internal control and compliance management.
Presenter's Notes: 1
Learning Objectives
Learning Objectives Understand the key concepts related to Principled PerformanceUnderstand drivers for, and implications of applying Principled Performance to your businessUnderstand how GRC is related to Principled Performance
Presenter's Notes: 2
Big Picture
Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives
Presenter's Notes: 3
Big Picture
Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives UNCERTAINTY ?
Presenter's Notes: 4
Big Picture
Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives OPPORTUNITIES OPPORTUNITIES OPPORTUNITIES
Presenter's Notes: 5
Big Picture
OPPORTUNITIES OPPORTUNITIES Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives OPPORTUNITIES OBSTACLES
Presenter's Notes: 6
Big Picture
Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives OPPORTUNITIES OPPORTUNITIES OPPORTUNITIES MANDATORY BOUNDARYboundary established by external forces including laws, government regulation and other mandates. OBSTACLES
Presenter's Notes: 7
Big Picture
Big Picture OBJECTIVESstrategic, operational, customer, process, compliance objectives BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives OPPORTUNITIES OPPORTUNITIES OPPORTUNITIES MANDATORY BOUNDARYboundary established by external forces including laws, government regulation and other mandates. OBSTACLES VOLUNTARY BOUNDARYboundary defined by management including organizational values, contractual obligations, voluntary policies and other promises.
Presenter's Notes: 8
Big Picture
Big Picture BUSINESS MODELstrategy, people, process, technology and infrastructure in place to drive toward objectives MANDATORY BOUNDARYboundary established by external forces including laws, government regulation and other mandates. VOLUNTARY BOUNDARYboundary defined by management including organizational values, contractual obligations, voluntary policies and other promises. OBJECTIVESstrategic, operational, customer, process, compliance objectives
Presenter's Notes: 9
Past Few Years
Past Few Years S&P 500 Performance
Presenter's Notes: 10
Past Few Years
Past Few Years S&P 500 Performance Massive Ethics and Integrity Risks Materialize
Presenter's Notes: 11
Past Few Years
Past Few Years S&P 500 Performance Massive Interrelated and Systemic Risks Materialize Massive Ethics and Integrity Risks Materialize
Presenter's Notes: 12
Past Few Years
Past Few Years S&P 500 Performance Uncertainty Integrity
Presenter's Notes: 13
Takeaway #1
Takeaway #1The past decade provided the perfect storm to drive change- demanding stakeholders- increased volume and complexity of risks- high costs+- lousy economy- visible failures
Presenter's Notes: 14
Principled Performance
Principled Performance reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity
Presenter's Notes: 15
Principled Performance
Principled Performance reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity WHAT
Presenter's Notes: 16
Principled Performance
Principled Performance reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity WHAT HOW
Presenter's Notes: 17
Takeaway #2
Takeaway #2Whats and Hows
Presenter's Notes: 18
Principled Performance
Principled Performance reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity 1 2 3 4
Presenter's Notes: 19
Principle #1: Reliable Achievement of Objectives
Principle #1: Reliable Achievement of Objectives reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity Achievement of Objectives 1 Intentional Measured Visible Objectives are stated and not accidental. Performance is measured. Performance is transparent to stakeholders.
Presenter's Notes: 20
Principle #2: Addressing Uncertainty
Principle #2: Addressing Uncertainty reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity Addressing Uncertainty 2 Holistic Proactive Rigorous Uncertainty about the future includes both risk and reward. You must proactively manage the pursuit of reward mindful of the risk. You can be wrong but must be thoughtful and rigorous.
Presenter's Notes: 21
Principle #3: Acting with Integrity
Principle #3: Acting with Integrity reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity Acting with Integrity 3 Mandatory Voluntary Realistic Honor mandatory promises compelled by stakeholders. Honor voluntary promises made to stakeholders. Clean up the mess if a promise is broken.
Presenter's Notes: 22
Principle #4: Reliable
Principle #4: Reliable reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity Reliable 4 Expected Truthful Assured Performance is steady and sustained with relatively few surprises. Information related to performance is reasonably free from error and bias. Information related to performance can be trusted.
Presenter's Notes: 23
Takeaway #3
Takeaway #3Principled Performance is a superior approach in the current climate
Presenter's Notes: 24
ELABORATE
ELABORATE
Presenter's Notes: 25
Illustration 1: Good Intentions
Illustration 1: Good Intentions PrincipledPerformance GoodIntentions Just because an organization articulates objectives and promises that you agree with does NOT make them a principled performer
Presenter's Notes: 26
Illustration 2: Disagreement
Illustration 2: Disagreement PrincipledPerformance Disagreement You may disagree with an organizations objectives and promises, but they may INDEED be a principled performer
Presenter's Notes: 27
POSITIVE
POSITIVEvsNORMATIVE
Presenter's Notes: 28
POSITIVE
POSITIVEvsNORMATIVE Objective & Testable
Presenter's Notes: 29
POSITIVE
POSITIVEvsNORMATIVE Objective & Testable Based on Preferences
Presenter's Notes: 30
POSITIVE
POSITIVEvsNORMATIVE Objective & Testable
Presenter's Notes: 31
IMPLICATIONS
IMPLICATIONS
Presenter's Notes: 32
Big Picture
Big Picture reliable achievement of objectiveswhile addressing uncertaintyand acting with integrity
Presenter's Notes: 33
Integration & Orchestration
Integration & Orchestration
Presenter's Notes: 34
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 35
5-10% of enterprise processes
5-10% of enterprise processes
Presenter's Notes: 36
5-10% of enterprise processeshoweverthey are...
5-10% of enterprise processeshoweverthey are pervasive & costly
Presenter's Notes: 37
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 38
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 39
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 40
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 41
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 42
Requires Integration & Orchestration
Requires Integration & Orchestration
Presenter's Notes: 43
WHY?
WHY?
Presenter's Notes: 44
Why Integrate & Orchestrate?
Why Integrate & Orchestrate?
Presenter's Notes: 45
GRC
GRCmeans to the end
Presenter's Notes: 46
GRC Capability Defined
GRC Capability Defined a capability that enables an organization to reliably achieve objectives while addressing uncertainty and acting with integrity
Presenter's Notes: 47
Composition
Composition
Presenter's Notes: 48
G-R-C
if it includes all of these areas then why onlyG-R-C
Presenter's Notes: 49
Because
Because while there are other functions and disciplines beyond governance, risk and compliance that play a role 13-letter acronyms are cumbersome IA, CSR, E, HR, X, Y, Z G, R, C
Presenter's Notes: 50
G-R-C
andG-R-CRepresent Distinct Perspectives
Presenter's Notes: 51
What does this capability look like?
What does this capability look like?
Presenter's Notes: 52
GRC
GRC
Presenter's Notes: 53
GRC
GRC Principled Performance Governance Performance Management Internal Control Ethics & Culture Management Compliance Management Risk Management NACD, OECD, King 3Domain-Specific Governance (IT, Project, etc.) Balanced ScorecardStrategic PlanningBusiness IntelligenceDecision ScienceQuality Management COSOCoCoTurnbull US FSGAS 3806Quality ManagementDomain-Specific COSO ERMISO 31000 / BSI 31100UK Orange BookIRM / ALARMDomain-Specific (BASEL) Social PsychologyBehavioral EconomicsLearning Theory
Presenter's Notes: 54
GRC
GRC Governance Performance Management Internal Control Ethics & Culture Management Compliance Management Risk Management
Presenter's Notes: 55
GRC Body of Knowledge
GRC Body of Knowledge Open SourceQuality ControlledComplete8 Major Components40 Major Practices100s Sub-Practices
Presenter's Notes: 56
GRC Capability Model
GRC Capability Model INFORM &INTEGRATE 8 INTEGRATED COMPONENTS 8 UNIVERSAL OUTCOMES Enhance Organizational Culture Increase Stakeholder Confidence Prepare & Protect the Organization Prevent, Detect & Reduce Adversity Motivate & Inspire Desired Conduct Improve Responsiveness & Efficiency Optimize Economic & Social Value CULTURE & CONTEXT CULTURE & CONTEXT Achieve Business Objectives
Presenter's Notes: 57 (c) 2010 OCEG GRC Fundamentals
Learn More
Learn More
Presenter's Notes: 58