Compliance and business performance lead distinct but inseparable lives, connected by risk and sharing common data lifeblood. Reconciling their differences within a coherent IT architecture is a daunting goal, but five architectural initiatives will help support both.
From the IT perspective, business performance and compliance lead distinct, but inseparable lives—the Chang and Eng of enterprise, inoperably joined by risk and sharing a common lifeblood of data.
Conventional performance indicators such as customer value, outstanding balances, bad debt, property valuation, and stock option valuation are as interesting to managers as investors—and, therefore, regulators. In many cases, the key performance indicators (KPI) used in business performance management (BPM) and the key risk indicators (KRI) used in Basel II measurements are synonymous. And either type of indicator might directly reflect a general control for financial reporting, a sure symptom of Sarbanes-Oxley (SOX) compliance.
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