Our customers are industry leaders in advancing risk management and compliance program objectives, and we have had the benefit of being deeply involved in their program maturity. As a result, we have learned valuable lessons about what makes risk management programs successful and what pitfalls to avoid.In the past month, Gartner has released three research reports related to the GRC market, and we are proud that Gartner identified RSA as a leading technology solution provider in all three assessments: Gartner’s Magic Quadrant of Business Continuity Management Planning Software (RSA in BCM Leaders Quadrant), MarketScope for IT Governance, Risk and Compliance Management (RSA receives highest rating by Gartner in MarketScope for IT GRC), and Magic Quadrant for Enterprise Governance, Risk and Compliance Platforms. We are grateful for our dedicated and pioneering customer base, whose innovative and market-leading use of RSA Archer GRC is testament to the evolution of the GRC industry.So what makes Governance, Risk, and Compliance programs successful?Often, they start by focusing their efforts where they have the biggest risks and thus the largest potential business gain. It is easy to see the challenges of enterprise risk management as an impossible mountain to climb and a vast effort requiring Herculean efforts to solve. But risk management doesn’t have to involve large and complex big-bang approaches. Our most successful customers have recognized that near-term victories offer the best potential for sustaining organizational focus and investment as they mature their risk capabilities. These customers place a priority on engagement with business stakeholders to understand their high-priority pain points, ensure they implement initiatives through foundational GRC capabilities, and achieve a demonstrable win for the organization.Successful programs also ensure that these focused efforts are guided by a longer-term strategic vision for enterprise risk management. As we have watched our customers’ risk programs mature, we have seen two divergent approaches emerge. One approach takes small bites out of the risk profile of a company, but initiatives proliferate within their own domain. These programs tend to reach a point where the value of individual initiatives is tapped but the value of an integrated approach is put out of reach. The other approach looks at individual initiatives not only to solve the risk at hand, but also in terms of how they contribute toward the broader risk management mission. These programs generate individual successes while continuously building toward an even more significant business benefit along the way.It’s become evident that our most successful customers in the long run are the ones that collaborate actively with their peers. We can’t point to a single one of our customers that has developed all the best practices and avoided all the pitfalls on their own. Since risk management is often an inexact discipline, the state of the art is constantly evolving. Our most mature customers have multiple levels of engagement with their peers—ranging from executives working together to learn how to drive program maturity, to functional heads collaborating to develop best practices in specific disciplines (for example, developing an IT risk management framework in the context of the bigger business risk), to technical teams sharing the implementation details of their risk and compliance management tool infrastructure.Although managing risk and compliance is a fundamental part of doing business, many organizations struggle with determining the right course of action. Our customers’ successes are evidence of efforts well worth the investment, and RSA is proud to be a part of their solutions to this ongoing challenge.Through our partnership with these leading organizations across the globe, RSA has learned that GRC is not a destination but a journey. We are pleased to help our customers navigate the winding road and accelerate on a path to success.
Digital business transformation is top of mind for businesses today, creating a new set of imperatives for IT, including greater IT capacity and competition for the best engineering resources. At EMC, we are fortunate to have approximately 16,000 engineers and developers worldwide who are encouraged to work collaboratively with our customers and across our industry ecosystem. As they develop innovative technology solutions, our engineers want to be recognized not only for bringing new technology and products to market but for their impact on the broader IT ecosystem and development of the industry. That’s why we recognize our top engineers as Fellows and Distinguished Engineers. What sets this elite cohort apart isn’t just their technical expertise and technical impact, but their ability to catalyze the engineering community and transform the industry to use technology innovation to solve business problems.Innovation at EMC is about more than developing new technology. It’s also about being able to take that technology to market, impact the industry, and ultimately change the world. Bringing new solutions to market is not easy nor is it inexpensive. Our engineers see EMC as a place with the ability and willingness to invest heavily in innovation — plus the scale and experience to bring new technology to market successfully. This experience attracts some of the industry’s most accomplished technologists to EMC, where new colleagues get to learn from some of the great IT innovators of our time. Recently, EMC’s Radia Perlman was inducted into the prestigious Inventor’s Hall of Fame. EMC Global CTO, John Roese describes Radia’s accomplishments that led to her induction and the benefits our new engineers get from working at EMC with world class innovators like Radia.Learn more about innovation projects at EMC and our top engineers on the new Innovation @EMC portal.
We pride ourselves on being a leader in digital transformation. And we don’t have to go far for big ideas: we just turn to the brilliant minds of our employees, who have significant opportunity to drive innovation.Mike Saravayskiy, Mikhail Tolstoy, Yuri Kotov (not pictured) and Igor Matveevskiy (not pictured), the winners of this year’s GameChangers.GameChangers is a global innovation competition run by the Dell GenNext Employee Resource Group (ERG) focused on Early in Career Professionals. Through GameChangers, employees showcase their ideas and network with co-workers and executives around the globe. The 6th annual competition just finished, and the creativity and entrepreneurial spirit was as apparent as ever.This year, 640 employees in 65 teams from 20 countries competed. The executive sponsors narrowed the field down to four finalists – from Russia, Israel, and the United States – all who traveled to the Dell headquarters in Round Rock, TX, for the big event. The four categories presented were Legacy of Good, Cognitive Technologies, IT Transformation, and Open Ended. The very spirited team from Russia won for their entry in the Open Ended category.I had the honor of attending this event and witnessing these game changing ideas first hand. The teams were impressive, to say the least, and I felt proud to work for a company that is open to change and to suggestions from employees at all levels.In talking with the competitors, one thing that stood out to me was that the GameChangers competition not only provided an opportunity for competitors to innovate, it supported them while they did. One of this year’s winners, Mikhail Tolstoy, said that GameChangers impressed upon him that “Dell is ready to spend money and, more importantly, time to work with you if you reach out.”First off, a series of online courses, called GameChangers University, helped the teams think like entrepreneurs and fill gaps in their expertise. As they progressed in the competition, team members were matched with mentors that provided the senior level access to data and contacts they needed. Tolstoy found that very helpful.“Our mentors helped by giving us a ton of useful advice and sharing the financial, customer, and presentation expertise that we as engineers do not necessarily have,” he said.“They helped us to forge our idea almost into a kind of business plan,” added his teammate Mike Saravayskiy.I asked this year’s winners if they had any advice for would-be innovators.“If you want to succeed as a company and be innovative, it is not enough to just do your job,” said Tolstoy.“Do not get stuck on one idea,” added Saravayskiy. “Tell your manager what you’re thinking, have a lunch with engineering and discuss implementation, have a dinner with finance to get some advice about monetization. Do not be afraid.”Phil Rasy and his 2015 GameChangers team.At the event, I also met a former winner of the GameChangers contest, Phil Rasy. Rasy’s team won GameChangers in 2015 for their Customer360 project. His team was a diverse group of innovators brought together by the NextGen ERG and the GameChangers event. The competition gave them a chance to work collaboratively with colleagues whose paths would have otherwise not crossed; their cohesive group spanned sales, finance, operations, and marketing.Ultimately, Rasy found the experience so compelling that he is now an organizer for the event.“It feels great to wake up in the morning and go to work knowing that the company you work for embraces your ideas and pay very well for them,” he said. “The impact that each individual can have on the business is immeasurable. GameChangers opened up opportunities that I thought were impossible.”Learn more about unique opportunities to share your ideas and advance your career at Dell.com/careers.
As former President Donald Trump faces an impeachment trial on a charge of inciting insurrection, state and county Republican Party committees have rushed to Trump’s defense. That’s highlighting the former president’s firm control of the GOP machinery. In swing states and GOP bastions, state and local Republican committees are stocked with Trump supporters who remain loyal. Trump critics have been pushed out or marginalized. Party committees from Washington state to South Carolina have moved to punish many of the 10 House Republicans who supported Trump’s impeachment for egging on the deadly Jan. 6 raid of the U.S. Capitol.
KABUL, Afghanistan (AP) — Residents of the Afghan capital Kabul rarely go out after dark and increasingly are sending their children to safety outside the city in the face of deteriorating security. Bombings have been frequent in the past months, not just large-scale attacks but also targeted bombings that often kill or wound bystanders. Crime has increased. In broad daylight, armed men rob stores, people in parks and cars stuck in traffic. Kidnappings for ransom have increased. Afghanistan is supposed to be moving toward peace, but Kabul’s residents fear the turmoil is a sign it is instead entering yet another phase in decades of war.