Organizations are porous: the modern organization is not defined by brick and mortar walls but is a complex web of business relationships. These relationships span vendors, suppliers, outsourcers, service providers, contractors, consultants, temporary workers, agents, brokers, dealers, intermediaries. It grows even more complex as there are nested relationships in subcontractors and supply chains. Approximately half […]
The Modern Organization is an Interconnected Mess of Relationships Brick and mortar business is a thing of the past: physical buildings and conventional employees no longer define an organization. The modern organization is an interconnected mess of relationships and interactions that span traditional business boundaries. Over half of the organization’s ‘insiders’ are no longer traditional […]
In previous posts we looked at the following: How to Develop a Third Party Management Strategy How to Define a Third Party Management Process Lifecycle Now we turn our attention to the foundation of information and technology that supports and enables a third party management strategy and process . . . Third party management fails […]
The third party management strategy and policy is supported and made operational through a third party management architecture. The organization requires complete situational and holistic awareness of third party relationships across operations, processes, transactions, and data to see the big picture of third party performance and risk in context of organizational performance and strategy. Distributed, […]
Managing third party activities in disconnected silos leads the organization to inevitable failure. Without a coordinated third party management strategy the organization and its various departments never see the big picture and fail to put third party management in the context of business strategy, objectives, and performance, resulting in complexity, redundancy, and failure. The organization […]
The Extended Enterprise Demands Attention Organizations are no longer a self-contained entity defined by brick and mortar walls and traditional employees. The modern organisation is comprised of a mixture of third party relationships that often nest themselves in complexity such as with deep supply chains. Two decades ago the term insider was synonymous with employee, […]
Third party management processes are used to manage and monitor the ever-changing relationship, risk, and regulatory environments in extended business relationships. While third party processes can vary by organization and industry, the common components are . . .
Designing a third party management program starts with defining the third party strategy. The strategy connects key business functions with a common third party governance framework and policy. The strategic plan is the foundation that enables third party transparency, discipline, and control of the ecosystem of third parties across the extended enterprise.
Healthcare, across provider and payer spectrums, is a highly dynamic and regulated industry. Trying to keep pace with change is burying governance, risk management, and compliance (GRC) roles in mountains of tasks and processes. Distributed and disconnected GRC departments are overwhelmed, exhausted, and losing the battle. This is initiating healthcare organizations to rethink how they […]
Exponential change in regulations, risks, organization operations, business relationships, and legal matters encumbers organizations of all industries and size. Organizations require complete situational awareness of governance, risk management, and compliance (GRC) across operations, processes, and relationships to see the interconnectedness of risk and its impact on the organization. Dissociated data, systems, and processes leaves the […]