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Lean, Clean and Slimmer Risk Management Point of View Tulu Akyol Boun ETM Presentation 26. 11. 2016
Efficient or Resilient?
Tulu in a Nutshell • Change Agent, Innovative, People Manager, Leader, Mentor, Incubator, Executor, Strategist, Enabler, Trend Analyzer Tulu Akyol CISA, CISM, ISO 27001 LA • Born in Istanbul in 1982, graduated Yıldız Technical University as a B. Sc. in Mathematical Engineering and Boğaziçi University as a M. Sc. in Engineering and Technology Management/Industrial Engineering. Started his career in 2003 as a Management Trainee at Garanti Bank AŞ, which was followed by IT Auditor positions at Internal Audit divisions of HSBC Turkey till 2008 and at Eurobank Group Turkey till mid-2010. Later in 2010, Akyol moved to Deloitte Turkey as a Manager in IT Risk Services Department reporting to Enterprise Risk Services Division. Akyol provided consultancy and assurance services at multiple sectors on the Business and IT domains of various companies mostly focused on TMT* and FSI** industries in local and extraterritorial regulatory perspectives. Akyol joined ING in 2015 as the Head of IT Risk Management Department reporting to Head of Non-Financial Risk and currently covers advisory and monitoring on IT Risk Management, Business Continuity Management, Personal and Physical Security Programs, Anti-Fraud Programs and works with Head of NFR for projects that have feeds in global projects of ING as well as with Global IT Risk Management Teams for regional and global IT Risk related projects.
Name the game which as we Sapiens are trapped in?
Complex Working Environments Çalışanlar Pazarlama ve Satış Muhasebe ve Finansal Raporlama Çalışanlar Tedarikçi Bilgi Teknolojileri Depo ve Lojistik Yönetimi Tedarikçi İşletim Sistemi Güvenlik Çalışanlar Tedarikçi Uygulamalar Finans ve Hazine Network Veritabanı Satınalma Tedarikçi Üretim ve Planlama Insan Kaynakları Tedarikçi 4 İdari İşler ve Demirbaş Yönetimi Çalışanlar
Organizations are So Messed Up 5
Is there a Cure for it?
Lean Six Sigma
Code of Conduct Ethics
Wells Fargo Case Study (1/2) https: //www. wellsfargo. com/about/corporate/history/
Wells Fargo Case Study (2/2) High-pressure sales culture and forgetting about customers: Wells Fargo’s target-based cross selling strategy resulted in a culture of aggressive sales tactics in which employees were pushed to do whatever it took in order to reach unrealistic sales quotas. Inadequate executive oversight and turning a blind eye to possible problems: Senior executives at Wells Fargo failed –or were unwilling –to respond to recurring patterns of misconduct at the bank (potentially) due to lack of communication and oversight. Alleged whistleblower suppression: Former Wells Fargo employees have alleged that the bank routinely invented reasons to terminate anyone who tried to report or speak out against sales misconduct. Inadequate policies and procedures: Wells Fargo lacked necessary policies and procedures reasonably designed to prevent sales misconduct. Deflecting Blame: Senior Management refused to recognize anything wrong in the corporate culture that encouraged these practices, “nor anyincentives to do bad things. ” https: //www. youtube. com/watch? v=s. OBmn 0 x. U 7 w. Y