Corporate Governance - Governance, Risk, and Compliance Topic for Oracle Applications - page 77

For example, if the question "Please provide the nature of your complaint" has an
answer "Bad Management" with a severity value of 3, it may break the threshold
of important, but not break the threshold of "seriousness". You may choose that all
serious complaints are investigated by internal audit, whereas important complaints
are investigated by human resources.
Summary
In this chapter, we have looked at issues surrounding corporate governance. We
have looked at the problem from the perspective of the Board of Directors and
very senior management. We have taken a cursory glance at the array of corporate
governance problems and given an insight into some candidate applications from
Oracle that address those problems. What we have covered here should be enough
to open a dialogue with senior management and to explore the value of these tools.
In the Developing and Communicating Corporate Strategy with Balanced Scorecard
section, the first domain of the Governance part of GRC, we have looked at
corporate governance. We have seen the job titles of those charged with governing
the corporation, from the board and through the executive level. We introduce the
members of Infission that are most concerned with the governance problem. We
used Oracle's Balanced Scorecard to help turn the mission of the enterprise into a
set of goals. We brought the senior management team into the discussion and
developed objectives for our divisional managers that are consistent with the
enterprise scorecard. We took the objectives for our most senior managers and
ensured that the objectives that we agree form the basis of performance appraisal.
We took the metrics from the Business Intelligence system that measured
performance against these objectives.
In the Communicating and confirming Corporate Strategy with iLearning section, we
discussed how the strategic objectives and compliance priorities can be suffused
throughout the enterprise using a learning tool such as iLearning. We showed
the overall flow of creating these learning assets. We ran through the major
components of the learning system and showed how those components are related.
We showed what a strategy class and a compliance class for Infission might
actually look like, and we showed how management and the board can review
the proportion of people who have taken the class and the number that have
demonstrated competence.