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cybernightmareanchor · 12 hours ago

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Navigating the Future of GRC and Access Governance in SAP Ecosystems

A New Era of Security and Access Governance

Governance, Risk, and Compliance (GRC) and Access Governance are undergoing major changes due to digital growth and stricter regulations. As organizations connect more data and systems, they’re shifting from isolated security practices to proactive, integrated compliance processes. Raghu Boddu, founder of ToggleNow and a seasoned leader in SAP GRC, has observed these shifts closely.

“Fifteen years ago, most companies didn’t treat security as a separate function—it was part of Basis administration,” Raghu explains. “Today, security is essential, and organizations know it’s crucial for protecting data, compliance, and brand reputation.”

New Market Realities and Demand for Integrated GRC Solutions

SAP has long been at the forefront of GRC, offering tools to help both finance and IT teams tackle compliance challenges. Solutions like SAP Access Control and Identity Access Governance (IAG) provide the flexibility to manage today’s security needs while adapting to future ones. As businesses adopt hybrid and multi-cloud systems, managing security across different platforms has become more complex. This is where SAP’s Business Technology Platform (BTP) shines. BTP connects SAP and non-SAP applications seamlessly, creating a secure, compliant ecosystem. “BTP and SAP Identity Services have changed the game for multi-cloud environments,” says Raghu. “Today, integration is nearly seamless thanks to SAP’s open APIs and connectors. This has allowed companies to manage security across hybrid systems without needing extensive customization.”

Regional Insights: GRC Maturity and Market Growth

The GRC and Identity Access Management (IAM) markets vary widely across regions, shaped by local regulations and market maturity. In the U.S., SoX compliance has driven strict GRC standards for years. Many American companies have developed sophisticated GRC processes, particularly around data security and financial compliance. Meanwhile, regions like India are rapidly catching up.

“The growth potential in India is huge,” Raghu shares. “Over the last five years, Indian businesses have started treating GRC as essential, not optional.”

In both the U.S. and other markets, companies are increasingly adopting automation and hybrid identity solutions to handle complex regulations. This shift reflects a global move toward integrated compliance, with GRC becoming a core business priority rather than a “tick-the-box” function. As Raghu adds, “It’s inspiring to see GRC prioritized as part of strategy, not just an audit requirement.”

The Future of GRC: AI-Driven Compliance and Embedded Solutions

a) AI and Automation in GRC

Automation and AI are quickly transforming GRC from a reactive function into a proactive one, identifying risks before they become problems. With AI-driven GRC, systems can automatically analyze data to help companies detect potential compliance issues and manage risk more intelligently. SAP’s GRC tools with AI simplify compliance processes and improve decision-making, allowing teams to focus on strategic priorities.

Raghu highlights the potential of AI in GRC: “AI has incredible potential in the GRC space. It’s about giving businesses more power to manage risk with accuracy, while reducing manual efforts and errors.”

b) Embedding Compliance into Daily Processes

Looking forward, GRC will be embedded directly within applications and workflows, constantly monitoring for risks and responding to threats as they arise. Raghu envisions this future: “In the next five years, GRC as a standalone system may fade. Instead, it will be part of daily workflows, where applications flag risks and suggest controls in real time. AI will automate many compliance tasks, cutting down manual efforts.”

He adds, “Imagine GRC as a tool that proactively flags a potential access issue based on historical patterns—like a security recommendation engine. This proactive risk management approach is where AI will make the most impact.”

About Raghu Boddu and ToggleNow: Innovating in GRC and SAP Integration

Raghu Boddu, founder of ToggleNow, has over two decades of experience in SAP GRC and has witnessed the industry’s evolution firsthand. He started ToggleNow to address complex GRC challenges, helping companies make compliance efficient and accessible. With solutions that streamline risk management and improve security, ToggleNow has become a trusted partner for organizations operating in SAP environments.

Raghu is also a published author, with books such as SAP Access Control 12.0 Comprehensive Guide, SAP Process Control 12.0 Comprehensive Guide, and SAP Cloud IAG eBite. The books offer practical insights into implementing SAP GRC solutions effectively. His books emphasize not only the technical aspects but also strategic best practices, making them valuable resources for GRC professionals.

ToggleNow has been particularly impactful in areas like SAP integration and GRC automation, where Raghu’s team develops innovative tools that simplify complex processes. “At ToggleNow, our focus is to help clients build a compliant, adaptable GRC framework that meets today’s demands while preparing for tomorrow’s,” says Raghu.

Read more: https://togglenow.com/blog/navigating-the-future-of-grc-and-access-governance-in-sap-ecosystems/

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allinone-mosol9 · 1 year ago

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8 steps that you should consider while selecting a Segregation of Duties solutions to meet various compliance requirements.

Step 1: Assess Your Compliance Requirements

The first crucial step is to assess your organization’s compliance requirements. For example, in the United States, publicly traded companies must comply with the Sarbanes-Oxley Act (SOX), which requires the implementation of strong internal controls, including segregation of duties. Other compliance mandates, such as the Payment Card Industry Data Security Standard (PCI DSS), the Health Insurance Portability and Accountability Act (HIPAA), and the General Data Protection Regulation (GDPR), may also apply depending on your industry and geographical location. Understanding these requirements will help you identify the specific segregation of duties guidelines you need to follow.

Step 2: Identify Key Risks and Control Objectives

Next, identify the key risks associated with your business processes. For example, in the finance department, a key risk could be the possibility of an employee initiating and approving financial transactions without adequate oversight. Determine the control objectives that need to be addressed through effective segregation of duties, such as preventing unauthorized access, ensuring data integrity, and minimizing the risk of conflicts of interest. This step will enable you to prioritize your requirements and focus on the critical areas that require the strongest controls.

Note: While many Segregation of Duties solutions provide ready-to-use rulebooks with standard conflicts, it is important to consider the level of flexibility offered for customizations. Each organization may have unique requirements and specific conflicts that need to be addressed. Therefore, it is crucial to validate the extent to which the SoD solution allows for customization to accommodate your organization’s specific needs.

Step 3: Evaluate Your Existing Processes and Systems

Evaluate your current processes and systems to identify any existing gaps or limitations in segregation of duties. For example, not all the SoD solutions support IS-Utilities Rulesets. Engage your internal/external audit firm to assess the effectiveness of the solution and validate the effectiveness of the solution with your existing process. Further, understand how roles, responsibilities, and access permissions are currently managed within your organization. This evaluation will provide insights into the specific areas where an SoD solution can bring significant value.

Step 4: Research and Shortlist SoD Solutions

Now that you have a clear understanding of your compliance requirements and existing gaps, it’s time to research and shortlist potential SoD solutions. Look for solutions that offer robust features such as role-based access control, mitigation control implementation, monitoring and reporting capabilities, integration with your existing systems, customizations, costs etc., For example, a Risk analysis solution that is available on the cloud may not allow customizations or add various additional costs. Few other questions to ask are:

Can the solution evaluate risks at the Fiori apps level?

Is the solution scalable to S/4 HANA systems?

Does the solution allow for setting up alerts for key risk areas?

Does the solution support multiple rulesets?

Can the solution handle approval workflows for key master data changes, such as Risk and Mitigation Control?

Does the solution provide robust change logs to ensure data integrity?

Lastly, is the solution provider GDPR compliant if the data is hosted in their system? Keep in mind that SoD analysis may involve accessing Personally Identifiable Information (PII) data.

Consider other factors such as scalability, flexibility, ease of implementation, and user-friendliness. Some popular SoD solutions in the market include SAP GRC (Governance, Risk, and Compliance) Access Risk Analysis, SAP Cloud IAG, RSA Archer, and ToggleNow’s Verity.

ToggleNow’s Verity solution offers a seamless implementation process, specifically designed for ECC/S4 systems, without the requirement for additional infrastructure or software licenses. Built on ABAP, this user-friendly solution can be readily implemented within a short timeframe of 7-10 days. One of the notable advantages of Verity is its affordability, with significantly low implementation and support costs. By choosing Verity, organizations can swiftly integrate robust Segregation of Duties controls into their existing systems while keeping implementation and maintenance expenses at a minimum.

Step 5: Request Demonstrations

Request demonstrations from the shortlisted SoD solution providers. This will allow you to evaluate their functionalities in a real-world setting and assess how well they meet your specific requirements. During this phase, involve key stakeholders, such as compliance officers, IT personnel, and end-users, to gather their feedback and perspectives. Ensure that the solutions address the specific compliance mandates and audit requirements applicable to your organization.

Our experts are delighted to answer your questions about Verity solution, provide detailed insights, and guide you through the evaluation process of Verity. Don’t miss this opportunity to explore how Verity can enhance your organization’s internal controls and ensure compliance with ease. Book your slot.

Step 6: Perform Cost-Benefit Analysis

Perform a comprehensive cost-benefit analysis of the shortlisted solutions. Consider the upfront implementation costs, ongoing maintenance and support fees, training requirements, and the potential return on investment. Look beyond the immediate financial aspects and consider the long-term benefits, such as improved compliance, reduced risk exposure, and enhanced operational efficiency. Factor in the potential savings from avoiding fines, penalties, and reputational damage resulting from non-compliance.

An additional and crucial point to consider is the availability and size of the support team. While there are numerous providers in the market offering SoD solutions, it is essential to validate whether they have adequate support capabilities. Some providers may have limited teams, often consisting of only 1 or 2 members, which can hinder their ability to provide timely and efficient support. It is crucial to understand the size of the support team to ensure that your investment in the SoD solution is well-supported, avoiding any potential waste of resources/investments.

Step 7: Seek References and Reviews

Before making a final decision, seek references and reviews from existing clients of the shortlisted SoD solution providers. Reach out to organizations similar to yours in size and industry to understand their experiences with the solution. This step will provide valuable insights into the solution’s performance, reliability, customer support, and overall satisfaction. Consider engaging with industry experts, consultants, or audit firms for their recommendations and expertise in SoD solutions.

Step 8: Make an Informed Decision

After completing the previous steps, you are now equipped to make an informed decision. Evaluate all the gathered information, feedback, and insights to select the SOD solution that best aligns with your compliance requirements, addresses your key risks, and fits within your budget and operational constraints. Ensure that the solution meets the specific audit requirements applicable to your organization, such as the need for detailed audit logs, automated reporting, and periodic attestation capabilities.

#sap #SAP Services

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kenzingmedia · 2 years ago

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jobsearchtips02 · 5 years ago

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Gold rallies to record and euro tops $1.17 while European travel stocks slump on Spain quarantine

Europe Markets.

Published: July 27, 2020 at 3: 15 a.m. ET.

Passengers using a face mask or covering due to the COVID-19 pandemic, arrive at Heathrow airport, west London, on July 10,2020

. daniel leal-olivas/Agence France-Presse/Getty Images.

Gold surged to a record and the dollar compromised Monday while European travel stocks plunged.

As U.S. legislators debate another round of stimulus and concerns install about a stalling financial healing, gold futures. GOLD,. 1.60% climbed over $32 an ounce. The euro. EURUSD,. 0.34% traded above $1.17, having been as low as $1.08 as just recently as May, as traders react to the new stimulus strategy from the European Union and much better financial data than the U.S.

Learn more on gold futures.

” Those looking for both safety and a decent yield, just have one genuine choice at the minute– with Treasury yields rooted near zero, and unfavorable in genuine terms, and cash earning absolutely nothing. The ‘TINA’ theory– there is no option– is the final aspect propelling the precious metal skyward,” said Michael Brown, senior market analyst at Caxton.

The German DAX. DAX,. 0.11% increased while the French CAC40 PX1,. -0.26% and U.K. FTSE100 UKX,. -0.33% saw small losses in early action.

Down 1.5%last week, the Stoxx Europe600 SXXP,. -0.21% weakened 0.2%.

Futures on the Dow Jones Industrial Average. YM00,. 0.38% rose 112 points.

Travel operator TUI. TUI,. -1227% fell almost 9%and International Airlines Group. IAG,. -9.06% and easyJet. EZJ,. -1062% each lost 8%as Britain over the weekend stated it will quarantine visitors from popular holiday destination Spain due to increasing coronavirus cases there.

Ryanair. RY4C,. -5.36%, which separately reported a EUR185 million loss for the June-ending quarter that had 99%of its traffic grounded, fell 7%.

” Tourist and summertime activities will certainly remain a danger to be considered for European financiers if mild procedures, such as social distancing and the obligation to wear masks, do not avoid cases from rising. Investors fear renewed lockdowns, although any confinement procedures in the close future are anticipated to be selective rather than a general stop in financial activity,” stated Ipek Ozkardeskaya, senior analyst at Swissquote Bank.

SAP. SAP,. 2.77% SAP,. -1.64% rose 3.6?ter saying it would look for an initial public offering for Qualtrics, the cloud software company it bought in 2018 for $8 billion, as it reported a rise in second-quarter earnings.

AstraZeneca. AZN,. -0.09% AZN,. 1.14% was steady after saying it will pay Daiichi Sankyo Co. 4568,. 2.98% up to $6 billion in a cancer drug offer.

from Job Search Tips https://jobsearchtips.net/gold-rallies-to-record-and-euro-tops-1-17-while-european-travel-stocks-slump-on-spain-quarantine/

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jobisite2 · 6 years ago

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Job SAP IAG Cloud Analyst California SAP - https://go.shr.lc/2F3T5AD

from Twitter Search / vinay_145 https://twitter.com/vinay_145/status/1105231491519246336

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jobisite · 6 years ago

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SAP IAG Cloud Analyst https://t.co/0nUP5UzF1b

— Jobisite (@JobisiteUs) March 11, 2019

from Twitter https://twitter.com/JobisiteUs March 11, 2019 at 03:05AM http://twitter.com/JobisiteUs/status/1105092426358771712

#IFTTT #Twitter #JobisiteUs

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jobisitejobsusa · 6 years ago

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SAP IAG Cloud Analyst

About the Job: SAP Cloud Identity Access Governance. Connectivity to cloud applications. Job Details: Cross-application access risk analysis, taking advantage of new and improved access analysis service from SAP Cloud Identity Access Governance. Remediation process with access refinement functions. Intuitive business role design that extracts business role proposals based on current assignments. Master data synchronization from SAP Access Control. Access Risk definitions. Mitigating Controls. Access risk mitigation. Applications ( connectors ). Access ( technical roles, business roles, groups). Repository data. Leverage connectivity from SAP Access C... from Job Portal https://www.jobisite.com/sj/id/9046355-SAP-IAG-Cloud-Analyst

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mrzanko · 6 years ago

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SAP IAG Cloud Analyst

Source: https://www.jobisite.com/sj/id/9046355-SAP-IAG-Cloud-Analyst

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marketinginsidr-blog · 7 years ago

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The Case For Becoming A Youtube Marketing Manager This Year

youtube marketing manager Image source: rawpixel / Pixabay I was reading the latest news about Youtube marketing and I found an article titled: What 5 years of the CMO brand has taught us about marketing leadership, it relates to being a youtube marketing manager, and I wondered you disagree with me that the author hit the nail on the head! After reading what the author wrote, see why I agree...

Youtube Marketing Manager

Five years ago in May, IDG tasked me with launching CMO as a brand in Australia. It was a decision driven by two factors: One, the exponential growth of technology in the marketing sphere; and two, the rising role of the marketer as an executive leader of influence. When we started, it was clear marketers were already in the midst of significant change and experiencing a shake-up – in opportunity, in complexity and in executive expectation. Digital disruption, connected customers, the rise of social media and an explosion of channels with which to interact and communicate with consumers all challenged marketers to lift and pivot their game if they were to successfully help their organisations achieve competitive advantage and sustainable growth. Succeeding in such an environment has required a transformation of everything – from skillsets to platforms and connected systems, a shift from campaign mentality to customer engagement-led approach, and fostering cross-functional collaboration and harmony. So in five years, what are some of the trends we’ve seen and things we’ve learnt about being a CMO?

1. Creation of the Marketing Cloud

We’ve all seen Scott Brinker’s marketing technology lumascape and born witness to the explosion of software applications and platforms coming into the marketing and advertising sphere. There are 6829 solutions listed on that lumascape in 2018, up from 150 recorded in 2011. In fact, when we first started CMO, the martech landscape was often called the wild west of technology. But as with any technology hype cycle – and I think CRM, enterprise databases and ERP as classic examples – these technology offerings quickly matured into comprehensive stacks. Largely through acquisition, we’ve seen a rapid evolution of the Marketing Cloud and rise of enterprise-grade vendors providing a suite of integrated ‘stacks’ of software capability. The Forrester Wave: Enterprise Marketing Software Suite Q1, 2018, noted seven of the most comprehensive vendor EMSS platforms now available as part of a 40-criteria evaluation of offerings currently in market. The platforms all had to provide customer data management and analytics, campaign management, advertising and interaction orchestration and delivery, as well as some marketing resource, content and performance measurement capabilities. The brands are now familiar to many: Adobe, Salesforce, IBM, SAP Hybris, Oracle, SAS and Marketo. What’s included in these marketing clouds is still a moving feast. In more recent acquisitions, vendors have been extending their reach across into adtech components as they look to bring direct (known customer) marketing together with media spend (and the unknown). Good examples include Salesforce’s acquisition of DMP player, Krux, and Adobe’s of programmatic video technology, TubeMogul. Over the past year, these clouds have been getting somewhat of a rebrand and repositioning too, with ‘experience’ in some cases superseding ‘marketing’. Integration between marketing clouds and other business platforms has also become an imperative. And they’ve continued to gain new capabilities. As it becomes clear martech is only as good as the data you access and use, and the customer understanding you respond to, we’re also seeing new categories emerge such as account-based marketing, customer data platforms and sales automation and enablement. Arguably the biggest disruption to date, however, is the introduction of AI/machine learning capabilities. These are being injected into the underlying framework of marketing clouds in order to further automate and support brands in personalising and utilising data for customer gain. And they’re powering features such as image recognition and attrition models through to chatbots. We’re only at the very early stages of this intelligence. As tech capability has grown, so too has the marketer’s tech budget. According to our new State of the CMO 2018 (see page 26), more than one-third of marketers control upwards of 90 per cent of marketing and customer technology dollars in their organisations – that’s up 14 per cent year-on-year. We also found 31 per cent have sole purchasing power this year, a far cry from the 8 per cent we recorded when we first asked this question in 2014. And more than half make joint purchase decisions with IT or digital colleagues. Only 4 per cent don’t have any influence.

2. Rise of the chief customer officer

Funnily enough, when we launched CMO, we started with the assumption marketers owned the customer and all engagement. Turns out, we were tapping into the aspiration and need, not necessarily the reality. Marketers were all over acquisition, but didn’t often have jurisdiction for end-to-end customer experience. This I’m happy to say, is changing, although the extent to which marketers control all the levers across the lifecycle differs widely. But certainly they’re gaining a lot more of the responsibility and remit. Digital has triggered a complete shift in the way organisations deliver utility, value, efficiency, simplicity and emotional connections with customers. And much like digital disruption, customer-led transformation requires a leader to bring cross-functional, disparate teams into one unified whole, all following the same customer-fuelled vision. Hence the rise of this new job, the chief customer experience officer. What is meant by ‘chief customer officer’ depends on who you talk to. In some instances, the CCO is an extended marketing leadership position, while in others, it reflects ownership of the end-to-end customer lifecycle, including product to digital, data, strategy and more. At Mercer, for example, chief customer officer, Cambell Holt, oversees marketing, customer experience, commercial partnerships, customer platforms, digital, insights and analytics and strategy. Last year, Qantas also appointed its group executive of brand, marketing and corporate affairs, Olivia Wirth, its first chief customer officer with a remit that now extends to customer and digital strategy. Taking a different tack, NAB introduced three chief customer officers nearly two years ago to sit at the top of each of its three business units. At IAG, chief customer officer, Julie Batch, sits across the Customer Labs division covering customer experience, digital delivery, data, product, pricing, marketing innovation and new business incubation. One of her direct reports is CMO, Brent Smart. According to this year’s State of the CMO, half of respondents took on customer experience as a functional report in the last 12 months, and 62 per cent have customer experience as a function reporting into marketing today. When we asked who ‘owned’ CX, top was CMO (33 per cent), followed by chief customer officer (20 per cent). Notably, however, 15 per cent said ‘no one’ owned customer experience. A number reported joint CX ownership, typically across marketing and operational teams. But it also depends on how the CMO is perceived in the business. It’s CMOs reporting directly to the CEO, for instance, that tend to own the customer experience function in greater numbers. With all this shape shifting around both c-suite make-up and the remit of the CMO, it’s unclear how prevalent ‘chief customer officer’ will be in the longer term. But expect a lot more shuffling in the c-suite and the CMO remit in the coming few years. If you want to read more go here

So, you've read it, do you agree that when it concerns author being that CMO has taught us alot about marketing and leadership? I feel that it does because you don't see those type of results without do something correct! Do you want to become a better youtube marketing manager even more after reading the above article? If you have a moment... let me know what are your feelings about it? Please leave a remark in the comments area... P.S. Remember to Tweet this post.

http://marketinginsidr.com/youtube-marketing-manager/

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