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Digital Risk
Deloitte can help organizations create, develop and sustain Digital Risk strategies. We identify the applicable risk areas for the digital initiatives and develop different control measures need to be designed as per leading standards and industry practices. We ensure that you get the most out of your digital investment by improving customer experience, reducing cycle time, assuring mitigation of privacy, security and compliance risks and building a digital first culture.
Implementing Digital Processes: A Risk Perspective
Our Services
- Strategy & Maturity – We design and optimize the digital roadmap factoring in Digital Risk scenarios, while aassessing the maturity and defining roadmap for increasing maturity level.
- Digital Risk Integration – We integrate risks in your digital journey, helping you manage program risks in large digital implementations.
- Digital Risk Assessment – We take conduct a risk based review and design of privacy and compliance controls in digital projects while also conducting technical security assessment of implemented advanced technologies.
- Risk and Reputation Monitoring – We help you monitor various reputation risks at digital touchpoints. We also help build a culture and mindset for digital risk with proactive periodic interventions for all internal and external stakeholders.
- Center of Excellence (CoE) – We help you establish a CoE for identifying, analyzing and embedding risks in digital program
Digital Risk
Mobility, connectivity and convergence are all fanning the flames of the digital explosion. Harnessing the potency of digital to engage with your customers, suppliers and employees may not only reduce costs, but can also improve your profitability and effectiveness.
Digital brings opportunity but also new risks which you need to consider and manage in order to be successful. To enhance your digital potential it is essential to develop a sustainable and realistic framework to actively control, manage and optimise your digital assets.
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Digital Risk: How do you monitor and control your digital estate?
Mobility, connectivity and convergence are all fanning the flames of the digital explosion. Harnessing the potency of digital to engage with your customers, suppliers and employees may not only reduce costs, but can also improve your profitability and effectiveness.
Digital brings opportunity but also new risks which you need to consider and manage in order to be successful. To enhance your digital potential it is essential to develop a sustainable and realistic framework to actively control, manage and optimise your digital assets.
Click here to read more
Digital transformation for the risk and compliance functions: Five questions on digital transformation for the risk and compliance functions
The process of digital transformation is slow for many compliance and internal audit groups. Identifying the barriers that compliance and internal audit face regarding digital transformation and understanding how to potentially overcome them can help these functions share in the operational benefits of technology innovation and join the digital sea change in how organizations operate. Learn more in this interview with Shuba Balasubramanian, principal, Deloitte Transactions and Business Analytics LLP, about the digital transformation for the risk and compliance functions.
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Digital disruption: Getting proactive about digital risk
t’s been said that the future belongs to the fast. Certainly digital technology has changed the pace of business, and in the start-up era companies are more conscious than ever of their speed to market. Risk leaders have always had to worry about security, privacy and compliance, but digital disruption is having a significant impact on the way organizations must manage risk. In a business world that is agile and responsive, your risk management strategy must be equally agile and responsive.
Put it this way: risk management methodologies need to evolve from being compliance-based, reactive, and linear to being proactive, risk-based, and iterative. Unfortunately, many organizations still aren’t there. Organizations must learn to adapt their existing risk and control frameworks to new technologies.
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Managing digital risk to support aviation innovation
Cyber-risk is clearly no longer just about securing corporate data and maintaining data confidentiality, integrity and availability. Cyber-risk is an organisational risk, even an existential one to some organisations and can no longer be relegated solely to the domain of information technology (IT) to address.
Corporate boards around the country are asking: Is my organisation going to be targeted? For aviation companies – in the business of transporting millions of people safely with 100 000 daily flights at 11 277 meters – the stakes are especially high.
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Digital risk management and controllership: The three pillars
Digital transformation of controllership, finance, and organizations as a whole is moving into the landscape with a brute force that can create chaos if companies are not prepared. Even with proper preparation, the introduction of emerging technologies introduces risks to security, infrastructure, compliance, and governance. Managing these risks with a system of controls can be a significant indicator of an effective implementation, not only in the initial phases, but on an ongoing basis to help increase value and the return on investment (ROI) of automation.
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