VivingIT

It usually begins in the same, almost ritualistic, way. A spreadsheet, or if you lucky a link to your IGA tool, arrives in the inbox. Rows of users, columns of entitlements, and a note from the compliance team: “Please review and certify.” Somewhere in the finance department, a manager stares

By Denis Ontiveros “Architecture is about conversations. So is risk.” In today’s fast-paced technology environments, risk and control functions are being pulled in two directions. On the one hand, the speed of delivery demands that decisions be made quickly, close to the context, and by the people doing the

My humble attempt to create a guide that makes sense of all those terms people throw around in meetings Let's Get Real About Architecture Jargon We've all been there. You're sitting in a meeting and someone confidently declares, "We need to align our

Abstract We investigate the widely held assumption that a refrigerator’s internal light turns off when the door is closed. Although this claim appears trivial, it presents an interesting test case for scientific reasoning, indirect observation, and hypothesis testing under constrained conditions. We designed and executed a series of experiments

Data Localisation: A Privacy Engineer's Nightmare Right, let's talk about data. Not just any data, but that juicy, personal data that everyone seems to want a piece of. Governments want to control it, companies want to use it, and privacy engineers? Well, we're stuck

Protecting Personal information is every one’s job, and we do it to ensure we respect the privacy of individuals and grain the necessary trust to maintain a shared value relationship with those individuals. This is the Why we do it. What is good for the induvial is good for

In large enterprises, centralized control functions like legal counsel, ethics, cybersecurity, and compliance departments are created with a clear purpose: to support the business in achieving its objectives while ensuring adherence to regulations and internal policies. As these teams form and develop overtime they will present what we will call

The process of decision-making is a cornerstone of effective organizational management and personal leadership. For hundreds of years, traditional hierarchical structures have handled decision-making processes, where the chain of command dictates how decisions are made. Basically command and control 🛂. In such organizations, one simply asks their boss to make a

"Three Lines of Defense" model has long been a bedrock in risk management and corporate governance for a while. Things have changed and a rigid adherence to this model might be more restrictive than beneficial. This article delves into the need to reinterpret and adapt the model.

By taking a customer-centric and product-led compliance approach, organizations can foster the right behaviours, streamline their control systems, and achieve a "get it right the first time" mentality in the first line of defence.