Gartner Webinars - USVCC€¦ · Risk Corporate Compliance/ Oversight Audit Mgmt. Records Mgmt. Quality Mgmt. Fraud Control Financial Enter-Control prise ... • Appropriate risk

Gartner WebinarsGartner equips leaders like you with

indispensable insights, advice, and

tools to help you achieve your most

pressing objectives

2 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.

RESTRICTED DISTRIBUTION

Enhance your webinar experience

Ask a

Question

Download

Attachments

Share This

Webinar



Roberta Witty

VP Analyst

Connect with Gartner

David Gregory

Sr Director Analyst

Pandemic Preparedness

Requires Strong Business

Continuity Management

4 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.

Polling Question 1 of 3

How prepared is your organization for the evolving impact of coronavirus (COVID-19)?

A. Highly prepared

B. Somewhat prepared

C. Neither prepared nor unprepared

D. Relatively unprepared

E. Very unprepared

How to participate in our polling

If you are in full screen mode – click Esc

The poll question is on the “Vote” tab.

Please click the box to make your selection.

Upon voting you will see the results.

Thank you!

Q. Polling Question

(please choose 1 answer)

A. Answer

B. Answer

C. Answer

D. Answer

E. Answer


World Economic Forum: The Evolving Risks Landscape, 2009 to 2019

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

1st

2nd

3rd

4th

5th

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

1st

2nd

3rd

4th

5th

Top 5 Global Risks in Terms of Likelihood

Top 5 Global Risks in Terms of Impact

Economic Environmental Geopolitical Societal Technological


A Resilient Organization

It operates at full speed in

the face of adversity.

The cost of not being

resilient can be severe

and possibly fatal.

Therefore, resilience must

be deliberately designed.


Organizational Resilience Discipline Inclusion Evolution

BCM(Crisis Management,

Business Recovery,

IT DRM)

Information/

Cybersecurity

Third-Party

Risk

Corporate

Compliance/

Oversight

Audit

Mgmt.

Records

Mgmt.

Quality

Mgmt.

Fraud

Control

Financial

ControlEnter-

prise

Legal

Mgmt..

Environ-

mental

Mgmt.

Health/

Safety

Facilities

Physical

Security

Asset

Mgmt.

Human

Resources

Insurance

IT

Risk

Privacy

OrganizationalResilience

Strategic

Planning

No one is thinking strategically — yet


Business Continuity Management Defined

BCM

Program

Information

Technology and

Data

Equipment/

Operational Technology

External

Stakeholders

Customers

Workforce

Vital

Records

Suppliers/

Partners

Facilities

Crisis/Emergency Management

Business Continuity

IT Disaster Recovery Management

Third-Party Risk and

Contingency Management

Go

ve

rna

nc

e a

nd

Pro

gra

m M

an

ag

em

en

t


BCM Is an All-Enterprise Initiative

BCM Program Discipline Best-Practice Direct Management Responsibility

Governance and Program Management

(BCM program office)

• Enterprise/operational risk management

• BCM steering committee oversight

Crisis/Emergency Management• Senior management executives

• BCM program office manager as facilitator

Business Recovery/Continuity• BCM program office in conjunction with the business

units

IT Disaster Recovery/

Service Continuity Management• CIO office

Third-Party Risk and Contingency

Management

• BCM program office in conjunction with procurement

and the business units


• Life/Safety

• Business process availability

• Third-party agreement

fulfillment

• Brand recognition/

enhancement

• Revenue/profitability

• Competitive differentiation

• Employer status

• Community confidence

• Future agility

• Client support

• Partner support

• Shareholder value

• Legal, contract and

regulatory compliance

• Understanding of risk

and recovery needs

• Appropriate risk mitigation

• Business interruption

insurance

• Recovery plans

Reliabilityof BusinessOperations

RegulatoryandStakeholderExposure

ExpectedReturn

RiskManagement

Communicating the Value of Business Continuity Management


Base : Business Continuity Management, Excluding DK, n=275

1%

1%

1%

6%

7%

11%

14%

24%

34%

Legal or Chief Counsel

Physical Security

Procurement or Supply Chain Director

CFO (Chief Financial Officer)

Enterprise or Corporate riskmanagement

CISO (Chief Information Security Officer)or equivalent

COO (Chief Operating Officer)

Board of Directors, CEO (ChiefExecutive Officer), President

CIO (Chief Information Officer)

5th (out of 9)

No13%

Yes87%

2019 Security and Risk Management Survey

C00A. Does your organization have a Business Continuity Management (BCM) or IT Disaster Recovery Management program office?

C00B. Which role does the Business Continuity Management (BCM) program office report to?

Base : Business Continuity Management, n=316

Almost 90% Have a BCM or IT DRM Program Office

Business Continuity Management (BCM) or IT

Disaster Recovery Management program Office

Business Continuity Management (BCM) or IT

Disaster Recovery Management reports to…

2017: 86%

2017SURVEY

RANK (out of 8)

3rd

1st

2nd

6th

5th

4th


Base : Business Continuity Management : n=316

C16. Which of the following best describes the outcome of your LAST declared disaster?

Which of the following best describes the outcome of your LAST declared disaster?

3 in 4 Have Declared a Disaster, and 1 in 3 Had Significant Problems

We have never …

Significant recovery problems were encountered with one or more mission-critical business processes

All mission-critical business processes were recovered with minor problems

All mission-critical business processes were recovered according to expected RTOs and RPOs

12%

26%

34%

28%

Percentage of respondents


50%

48%

50%

39%

45%

44%

46%

56%

5%

8%

4%

5%

Increase Stay the same Decrease

50% of Organizations Expect IT DR and BCM ProgramStaffing to Increase

Staff levels: 2019 to 2018 expected change


C14. How do you anticipate your organization's staff levels for each of the categories to change, if at all, in fiscal year 2019 compared to fiscal year 2018?

Base : Business Continuity Management, Excluding DK

IT Disaster Recovery Business

Unit / IT Staff, (n = 310)

IT Disaster Recovery Program

Office, (n = 312)

Business Continuity Program

Office, (n = 315)

Business Continuity Business

Unit Staff, (n = 313)



50% of Organizations Expect that More than 7% of the IT budget is Allocated to IT Disaster Recovery in FY 2020

IT budget allocated to IT Disaster Recovery – FY 2019 and Estimated FY 2020

C12. Which of the following ranges most closely represents the percentage of your organization's IT budget that has been allocated to IT Disaster

Recovery in fiscal year 2019 and what do you anticipate this to be in fiscal year 2020? FY 2019

Base : Business Continuity Management,Excluding DK:

6%

22%

42%

22%

8%

6%

16%

28%

29%

21%

Less than 1%

1% to less than 3%

3% to less than 7%

7% to less than 10%

10% or more

FY 2019 (n=308) FY 2020 (n=307)


BCM Governance and Program Management People

Processes

Tools


BCM Decision Domains

Policy & Leadership Program Management Architecture Budgets & Investments

Risk Assessment &

Business Impact

Analysis

Recovery Strategies &

SolutionsThird Party Contingency Activation & Execution


BCM Governance Framework: Sample

Enterprise Executive Committee

BC/DRM Steering Committee

Risk

Mgmt.

Corp

Comm.CIOCOO HR BU VPCFO

BCM Program Management Office

Business

Continuity/RecoveryIT Disaster Recovery

Strategic

Policy, Objectives,

Directives

Operational

Methodology, Tools

Tactical

Plans, Procedures

Go

ve

rna

nc

eO

pe

rati

on

al Te

am

s

BU

Leadership

BU

Leadership

BU

Leadership

BU

Leadership

BU

Leadership

BU

Leadership

Human

ResourcesFacilities

Business Unit Leadership Teams Support Leadership Teams

LegalSupport

Leadership

Networking Servers Database

Data Center

IT Leadership Teams

Applications Applications

BU VP


IT DRM Program Governance Framework: Sample

IT Disaster Recovery Governance

DR Policy,

Scope & Objectives

DR Standards &

Guidelines

DR Roles &

ResponsibilitiesDR Program Mgmt.

Reports &

Scorecards

IT Disaster Recovery Management

IT Disaster Recovery Technologies

DR Strategy(ies) DR Plan DR Exercising DR Test Results, Metrics DR Training

Infrastructure Networks Infrastructure Servers Infrastructure Storage Infrastructure Applications Infrastructure Database

IT Disaster Recovery Services

DR Subscription Services Data Center Facilities ServicesCloud-Based

Infrastructure

Work Area Recovery

ServicesNetwork

Services


BCM Program Office Model: Sample

BCM ProgramOffice

#1 Policies/Standards/

Procedures/Practices

#2Program Management

Reporting/Metrics

#3Business Unit

Advisory/Support

#4Tools

(could be part of #2)

#5 Exercising/Awareness/

Education

AdministrationDisaster Invocation and Management

BCM Executive

Steering Committee


IT DRM Program Office Model: Sample

IT DRM Program

Management

Data Center/

IT Services Application Support Exercises

Administration Disaster Activation

BCM Steering CommitteeIT DRM Steering Committee

Business Unit Liaison

Enterprise Architecture

IT Infrastructureand Operations

IT Application Development and Support

Information Security

Data/Storage

Network Communications

Standards

Practices and Methodology

Program Compliance

Reporting

Metrics

BCM Program Management Office

Training and

Awareness

IT DRM Program Office


BCM Line of Business Operating Model: Sample

BCM Program Office

Division #1

LOB #1

Business Unit #1

Business Unit #2

Business Unit n

LOB #2 LOB n

Division n Administrative

HR

Legal

Travel

Physical Security

…

IT DRMOffice

Network

Telephony

Platform

Application

Data

Information SecurityLocal BCM/IT DRM Coordinators

Regional BCM

Coordinators

Enterprise BCM Manager

Enterprise IT DRM

Manager


Pandemic Preparedness Framework: Team

Note: Test combinations of leaders for effective crisis management and crisis communication skills

Executive Management Team

PPP Team (Crisis

Management/BCM)

Finance/

TreasuryLegal Facilities IT

Third-Party

Risk and

Contingency

Management

Business

Units

EH&S

Medical

External

Liaisons

Asset

Protections

Physical

Security

Human

Resources

Sales

Supply Chain

Procurement

Customer Relations

Public Relations

Regulatory


BCM Program Management MethodologyPeople

Processes

Tools


Professional Standards and Professional Practices

STANDARDS PROF PRACTICESIT DRM SPECIFIC

ISO/IEC 27031:2011

ISO 22301:2012


The BCM Program Planning Process

BCM Governance

Risk Assessment & Business

Impact Analysis

Risk Mitigation & Recovery Strategies

Recovery Solutions &

Plans

Exercise Managemen

t/Training & Awareness

Program Maintenanc

e


Business Impact AnalysisPeople

Processes

Tools


Business Impact Analysis

• What is a BIA– A process to prioritize business processes by assessing the quantitative

(tangible) and qualitative (intangible) impact of an outage or disaster

– BIA data should be defined by the business unit(s) and not IT

• Objectives– Identifies the cost of downtime (tangible/intangible)

– Prioritizes business functions into recovery tiers by criticality

– Identifies interdependencies

– Defines the downtime thresholds via a Recovery Time Objective (RTO)

– Defines how current the data needs to be via a Recovery Point Objective (RPO)

– RTOs/RPOs are used as metrics to design the supporting business and IT strategies

What the BIA Doesn’t Tell You

• Identifies recovery expectations from the business unit unrelated to current recovery capabilities.

• The BIA tells you what you need, not how to get there:

– Doesn't dictate a specific recovery approach, sourcing or overall strategy.

– Doesn't always define comprehensive list of interdependencies(app-to-app, database, etc.).


Ensuring That Business Impacts Are Clearly Defined


Business Impact Categories: Sample

Financial Impact: Financial impacts relate to the loss of revenue, increased operating costs, remediation costs, fines/penalties, loss of productivity and loss of efficiency

Brand Impact: Brand or reputational impact relates to the potential negative effect to the company’s brand, shareholder value or loss of confidence from a key stakeholder group: customers, shareholders, partners, employees

Workforce Impact: Workforce impacts relate to the safety and satisfaction of employees and contractors in the work environment

Legal/Regulatory Impact: Legal, compliance and regulatory impacts relate to the organization’s ability to meet legal or contractual obligations, defend the company against internal/external litigation and to comply with regulatory requirements

Customer Experience Impact: Client experience relates to the impact of an outage on a customer, partner or end user; it is related to brand impact but typically has a more direct impact to the customer


Key BIA Questions

• What are the critical operational processes?

• What are their major exposures?

• What are your essential resources? (IT, Workforce,

Partners, Third Parties, Equipment, Vital Records)

• What are the dependencies for business processes

and applications?

• How soon must the business process be available,

and what is the restart position?

• What are the impacts over time for an outage?

• What can you afford to have lost when the process is restored?

• What is the current state of operations recoverability? (Risk mitigation controls, key business processes, workflows, work area and supply chain)

• Do current plans support business objectives?

• In what order do processes, workflows, functions and business partner connections need to be operational for your business unit to recover inthe most-effective way?

• What mitigation controls are currently in place?Do they reduce risk?

• What are the workarounds for this process?


BIA: Business Operations Resources & Dependencies

• Each point of failure or risk that could disrupt service delivery will be subject to a risk management action

plan to either reduce the likelihood of the risk occurring or manage the impact of failure.

• Decisions and action plans around alternative workaround strategies would also be considered at this stage.


Understanding the BIA Process Outputs

Mutually agreed upon business function sequencing and prioritized recovery

Critical organizational objectives and performance levels that are required following a disruption

Operational and financial impact over time of a disruption to each business function

Internal and external business dependencies

Recovery requirements: Maximum allowable downtime (MAD), recovery time objectives and recovery point objectives

Operational resource requirements to recover from a disruption

Identifies business and IT process workarounds


BIA: Business Process Criticality Tiers

Tier Class RTO RPO Description Business/IT Function

0Critical IT

Infrastructure

0-15 mins 0 mins Base infrastructure and common services to be restored prior to business functions.

Network, VPN servers, OS, software/DB DNS, Active Directory

1Mission-Critical/

Platinum

<1 hour 8 hours Business functions with the greatest impact on the company's continued operations — requires immediate recovery.

Client-facing Revenue production

Email

2Business-Critical/

Gold

<24 hours 24 hours May not meet the criteria of mission-critical but will need to be brought up soon after.

Less-critical revenue-producing functions

3Important/

Silver 3-10 days 1 week

Important business processes are those that will require recovery but only after mission-/business-critical.

Administrative functions

4Deferrable/

Bronze 10+ days Last backup

Deferrable business processes not immediately required to support critical business processes. They may be functions that are needed in the long term but not in the first weeks of a disaster.

Budgeting, training/LMS, low-impact activities

Re

co

ve

ry T

ime

lin

e


Recovery StrategiesPeople

Processes

Tools


Continuity Strategy Categories

• Workforce

• Facilities

• Business process transfers

• IT DR sourcing

• Data protection mechanisms

• BCM program management automation


• Personal Preparedness

Workforce Continuity Strategies

• Workforce on Retainer

• Cross-Training


• Workarea/workspace recovery

• Work-at-Home

• Hotels

• DR service providers

• Sharing facilities

• Mutual aid

• Mobile unit recovery

Facilities Recovery Strategies


Business Process Recovery Strategies

Move work to other facilities

“Follow the sun” concept

Workaround procedures

Backlog recovery procedures


IT DR Sourcing & Data Protection Mechanisms

IT DR Sourcing

• Hot Standby Active Processing of Data

• Hot Standby with Automated Failover

• In-House or Colo-Based Warm Site

• Cloud-Based Recovery/DRaaS

• In-House or Colo-Based Cold Site

• DR Provider Cold Site

R

E

C

O

V

E

R

Y

N

E

E

D

S

Longer

Fast/Immediate

Data Protection Mechanisms

• Middleware-Based Transaction Replication

• Database Replication

• Virtual Machine Replication

• Storage-Based Replication

• Backup to Disk

• Backup to Tape


BCM Program Software Automation

Preparedness Education and Training

(Planning)

Not Covered by Gartner

Crisis/EmergencyManagement

(Activation)

BCM Program

(Planning andActivation)

BCM Software Suites

Emergency/Mass Notification

Services

(Activation)


The BCM Software Ecosystem: Sample Vendor Mapping

Vendor BCMP EMNS C/EMP

X = Vendor has market functionality

G = Good enough market functionality

P = Vendor partners with market vendors

Everbridge P X X

OnSolve P X P

xMatters P X —

4C Strategies P P X

Grey Wall Software G X/P X

Juvare — P X

Fusion Risk Management X P G

SAI Global X P G

Assurance X X G


Recovery Plan ManagementPeople

Processes

Tools


Dilemma: BCM Plan Development• Having current and complete information

during a crisis is vital for quick and

effective response and recovery.

• Many organizations know that their BCM

plans are outdated and are concerned

that they won't be able to recover from a

disaster if these plans are used.

• Having an enterprisewide BCM plan

management strategy can ensure that

BCM plans are current, viable and

available during a crisis.

• BCMP automation can assist in

developing, maintaining and exercising

BCM plans according to business needs.


Plan Type

Crisis Management

Damage Assessment

Emergency Response

Emergency Notification

External Communications

Insurance Support

Travel Support

Procurement/Vendor

Management

Customer/Partner Support

Shelter-in-Place

IT Disaster Recovery

Business Recovery

Business Resumption

Restoration

Stand-Down

Recovery Plan Structure

Plan View

Enterprise

Division

Location

Country

Region

Business Unit

Department

Product/Service

Customer

Network

Telephony

Platform

Application

Data

Information

Security

One-to-

Many


Sample Recovery Plan Table of Contents

• Introduction

A. Purpose/Objective of the Plan

B. Disaster Definition

C. Recovery Strategy Overview

D. Plan Exercise, Review and Update Overview

• Plan Scope

• Required Availability Capabilities

• Current Recovery Capabilities

• Recovery Dependencies

• Recovery Locations/Facilities

• Disaster Declaration Levels

• Roles and Responsibilities

• Response/Recovery/Restoration Procedures

• Stand-Down Procedures

• Post-Mortem Procedures

Comments/Notes

Abbreviations and Glossary of Terms

Appendices

• IT Disaster Recovery Team

• Recovery Resources

• Map(s) to Recovery Site(s)

• BCM Office Organization Chart

• Crisis Management Organization Chart

• Contact/Call Lists

• Building Floor Plans/Site Maps

• IT Resources: Inventory and Configuration

• Special Equipment Inventory

• Recovery Specific Forms and Checklists


• Develop a distributed, collaborative BCM organizational model.

• Develop a structured framework of plans.

• Keep plans relevant to the purpose.

• Build simple but detailed plans for use by second- and third-tier workforce.

• Establish a central repository and plan an administration process.

• Implement BCM planning (BCMP) and crisis/emergency management tools.

• Build BCM plan management into the business/project life cycle.

• Exercise BCM plans once a year at minimum.

Failing to document plans appropriately and at the appropriate level of detail may lead to a delayed or incomplete recovery and implemented recovery solutions.

BCM Plan Development Recommendations


Exercise Management People

Processes

Tools


Do You Know How Good Your Recovery

Plan Is?

The objective of BCM programs is to ensure that business

processes can continue in a crisis

Recovery plans exist for many areas

Insufficient exercising

exposes the

organization to larger

consequences from

disruption, including

greater negative

impacts on reputation,

loss of customer

confidence and higher

financial costs.

BCM and IT Leaders Often Fail to Conduct Comprehensive Recovery Plan Exercising


Validate Identify Assess Promote Feedback

Goals of Recovery Plan Exercising

• Business and IT recovery roles and responsibilities

• Recovery requirements

• Recovery procedures

• Capabilities of

team members

• Gaps in recovery

capabilities,

e.g., RTO/RPO

• Resource needs

• Improvement

opportunities

• Team building

and collaboration

• To the BCM

program office


The Exercise Management Life Cycle

Createan annual

exercise schedule

Determine exercise

methods and types*

Planthe exercise

Executethe exercise

Updaterecovery plans for gaps found


Exercise Methods: "How" to Perform an Exercise

Method Resources Commitment Location Plan Examples

Plan Walk-through (C) Internal Low Conference Room Any (one) plan type

Tabletop (Structured

Walk-Through) (C)

Internal Low Conference Room Crisis Mgmt., multiple

plans (e.g., BCPs)

Component (A or C) Internal

and External

Medium Alternative Site (work

Area or DR Site), Desk

Alternative site test,

notification system,

data center system(s)

Functional Rehearsal (A)

(Simulation)

Internal

and External

High Alternative Site (Work

Area and DR), Third

Parties Involved

Multiple plans and plan

types, all parts

Cutover (A)

(Production to Recovery)

Internal and

External

High Alternative Site (Work

Area or DR Site)

All as appropriate

(C) = compressed time

(A) = actual time

Certain methods require more resources or funding while others require a lower level of commitment.


Pandemic PreparednessPeople

Processes

Tools



How will coronavirus (COVID-19) impact standard business operations?

A. Business operations cannot continue

B. Business operations will be severely restricted

C. Business operations will continue at a reduced level

D. There will be little disruption to business operations

E. Business operations will continue as normal






Thank you!

Q. Polling Question


A. Answer

B. Answer

C. Answer

D. Answer

E. Answer



What area of your business is most exposed?

A. Supply chain / 3rd Party

B. Sales

C. Customer Service & Support

D. Operations & Logistics

E. Other






Thank you!

Q. Polling Question


A. Answer

B. Answer

C. Answer

D. Answer

E. Answer


Pandemic Preparedness: A CEO Imperative

Pandemics aren’t your usual business disruption. Unfolding over months, these events require an extra set of activities that include consultations with epidemiologists, critical role identification and third-party evaluations.

The Pillars of Pandemic Planning, G00719682


Reputation Risk

Strategic Risk

Operational

Credit • Customers

• Suppliers

• Compliance

• Materials/Supplies

• Interest Rates

• Competition

• Economy

• Currency

• Liquidity

• Environmental

• Natural Disasters

• Facility

• Country

• Biohazard

• Biological Disease/

Pandemic

• Geopolitical

• Social Unrest/

Networking

• Information

Technology

• Cybersecurity

• Legal and

Regulatory

• Third Party

• Business Process

• Separation of

Duties

• Workforce

• Corporate Culture

Market

Organizational Resilience Risks: A Pandemic Is an Operational Risk


Benefits of Pandemic Preparedness Planning

• Minimize the impact upon staff.

• Minimize the impact on the organizational supply chain.

• Minimize the impact upon service delivery.

• Minimize the impact upon the IT infrastructure.

• Protect corporate reputation.

• Reduce financial impact.

• Return to new normality sooner.

Plan now: Resources won’t be available if a pandemic strikes


Conditions for Pandemic Preparedness

External Conditions

• Government essential services will be seriously disrupted during a large-scale pandemic; there will be delays in responding to all types of events, e.g., civil unrest, disasters

• Power outages due to utility workforce reduction may be more frequent

• Residential internet supply won’t meet demand in a large-scale pandemic

• Food rationing may occur

• Hospitals may be overwhelmed

• Fuel may be in short supply

Business Conditions

• Multi-location enterprises will likely be more affected than those with a single location

• The key business impact trigger will be a result of the quarantines, travel restrictions, school closures and sick family members

• Supply chain and third-party pandemic preparedness is critical

• Consider cultural and religious differences in preparedness plans

• Technology can help organizations better adapt to the changing situation

Key condition: Staff absenteeism exceeding 40% for extended and sequential periods

Overall Conditions

• A pandemic is worldwide in scope and of indefinite duration

• A pandemic can be a moving target – you need to adjust your expectations and preparations as things change

• Quarantines and travel restrictions may be in place

• Economic conditions become distorted during a pandemic dislocation


Pandemic Preparedness Program Process

Crisis management is essential

1. Establish a pandemic preparedness framework

2. Monitor the situation to determine a change in severity

3. Review finance and treasury implications

4. Extend your clean workplace/personal hygiene protocols

5. Review HR policies and practices

6. Establish a pandemic communications program

7. Review impact on business operations

8. Review IT actions and considerations

9. Review pandemic plan to identify and remediate problem areas

10. After-action review

The end result?

A pandemic plan


How Gartner Can Help


Ask your questions

Send Question

Type your question here…


Respond, manage and prepare for the impact of coronavirus (COVID-19) using this collection of Gartner resources.

Lead your organization through pandemic disruption


Follow Gartner on LinkedIn to stay connected with our experts

Subscribe to Smarter with Gartner to get our latest insights



Get more Gartner insights

Download the research slides

View upcoming and on-demand Gartner webinars

at gartner.com/en/webinars

Rate this webinar

Documents

Gartner Webinars - USVCC€¦ · Risk Corporate Compliance/ Oversight Audit Mgmt. Records Mgmt. Quality Mgmt. Fraud Control Financial Enter-Control prise ... • Appropriate risk