Boards & C-suite Assured

 
Our enterprises as we know it is continuously being expounded by an IT-induced responsibilities. Before technology became a mainstream, the status quo on our obligations are missives to sleepyhead performance in offices. When technology are being adapted and used everywhere, it made things worst. Even with laws and regulations that are in place cannot do so much to prevent cybersecurity targeted attacks. Fines are inevitable. Customers' trust and experience manipulated. 
 
Do we want that to be our norm? It cannot be. It may not be obvious for people how technology is being operated in laxity now but they will know and they will be able to decide on their own and will see their reality as they become aware of technological significance to society. The limitations and restraints of their responsibility and their ability to see beyond what they are doing exacerbated the improper application and potentials of technology. 
 
How many are mindful on the actual state of their technology investment including associated practices involved? The answer has nothing to do with the number but what their important apprehensions in this seemingly ever inflating area are that makes their enterprise equip with the technology and strategy that they need. Cyberstrategy must incorporate all areas in, and with the adaption and utility of, technologies facilitating the operational demand of the enterprise and its future goals, too. 
 
Each and everyone in the board and C-level has unique responsibility to fulfill. Decisions are directly communicated among them and yet responsibilities doesn't amplify outside of their confined sphere. This creates unnecessary subtleties in between them and their people running and operating their respective businesses or unit activities. The gap further widen the disparity of their own performance. 
 
Security and privacy are just the few being added to the growing responsibilities of boards and C-levels. Unless it's required by law or regulation, companies' due diligence and due care may prevail and as others have done otherwise, they need not be created or chartered separately. Whether or not security and privacy, their cyber impact, will become part of the old-fashioned audit or risk management team, what will matter is how such disciplines will contribute to the organization's obligation and business success. It reinforces the job by those limited designations in technology which is always left to employees. 
 
To convey one's business objective is not enough especially when it comes to technology-operating suitability, which is confronted with the necessities of efficient procedures, customer satisfaction, regulations and international standards compliance. This is not to simply operationalize the technology to facilitate the business processes and which improvement might be scrimpy, attended by increasing employment of people designed with very limited value to the organization due to job specialty application qualification. 
 
That's where a lot of questions about the real purpose of technology begins. 
 
Technology is supposed to be dependable, trustworthy, and at the most, interweaving the perfect economy for the future of the enterprise and the people around. 
 
We can help the boards and C-levels do their responsibilities sincerely and that governance expertise may truly exists within and not being pushed from the underground. 
 
The governance of company's ultimate goal, growth or capital realization, must be without misapprehension to technology investment and operating facility which can make or break an overall performance momentum and production spirit. 
 
The words and deeds behind technical facilities must be measured. Therefor dearths and mistakes, if exists, can both be detected and corrected. 
 
With technology having been set, and continuing to be, on the crosshairs of data privacy regimes, boards and C-levels can be assured by making every initiative and their modification verified by being veritably compliant. Better than allowing their organization to be dragged into litigation and will still be fined big time. The zealously nonstop innovation must be delineated by organization's values and processes in which people are guided, if not behaved, by such criteria, with their own virtues and practices to commit and deliver on their obligations, that is not to only focus on growth but also to abide by the rule of law. The ability to do the right things, first and foremost, can be fulfilling and rewarding for the entire stakeholders. 
 
When is a uniquely formulated criteria going to be reflective of our very own culture, and that innovation shall continue without the usual stumble, at all? With technology on the forefront of societal progress, it happens no matter what! The answer is dependent on the realities, and they must stay the same. It must happen without problems. 
 
What if you can see everything and you only need to deal with a small formation of practitioners leading the waves of operating activities? Can it be reduced even further and the quality of output doesn't deteriorate? That is strategic, if the answer is yes and it's going to be seriously pursued. It is effective and efficient for the entire organization, which is very favorable to shareholders, management, employees and the society as the ultimate stopping point.
We strive for the best-in-class IT solutions and services, either for business/office software; branches inter-network and connection, an even off telecommunications services or industrial automation and control availing industry 4.0 spectrum or associated technical facilities including but not limited to integrating smart devices along with computers. Shouldn't a digital transformation result to significant, if not total, business transformation? Proper ways exist, yes. Or all of IT and AI/MLs associated initiatives as one bundled set for iclassed to tackle for your business and make compliance--this is real--technically practical! We have them covered for you and ready anytime, get in touch now. We can do it. No ifs and buts.
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