An AI model knows nothing about your organization. It doesn't extend what the model knows. The model can quote it and summarize it. The model's training works against you Public models are trained on public knowledge. None of this is in the model. It gets worse.

Yet AI operates further up the DIKIW model, where knowledge and intelligence live, and our architecture DIKIW Model Applied to EA Applied to enterprise architecture, the DIKIW model gives us two pillars. On the right is I²T architecture, built on a knowledge base and a model repository, producing knowledge The bridge between them is where models learn from enterprise information and where intelligence acts

The answer is not a smarter model. The answer is to govern the model with your knowledge. The grounded model: answers drawn from the reference The model supplies the reasoning, but it must reason Ground answers in your knowledge, not in the model. Adapt the model for communication, not for rules. Closing that gap does not require a better model.

We can provide a model with our documents to process, but this does not change the model. It lives wherever and whenever the model is applied. doing so it adds its intelligence to the model's. As an organization leans on the general model, it begins to adapt itself to the model rather than the A model that processes information about you is not a model that knows you.

Organizations investing in compliance often have legitimate questions about how the Operational Compliance Model compliance approaches—ISO management standards, GRC platforms, COSO frameworks, Three Lines of Defence models Rather than viewing these as competing approaches, the Operational Compliance Model serves as an integrative GRC (Governance, Risk, and Compliance) platforms are tools, not operational models. Traditional "Procedural Compliance" is based on a reactive model for compliance that sits apart and is

The following diagram is a vertical orientation of our Operational Compliance Model updated to better Operational Compliance Model (Updated) We use the  Operational Compliance Model to ensure policy-driven The Operational Compliance Model includes built-in risk management, compliance, and governance right from the start in one integrative model.   This model is best implemented using the Lean Startup approach to achieve Minimal Viable Compliance

Regulatory models What might it mean to be a risk-based regulator? for regulators is "Model 1." This model produces prescriptive regulation typified by inspectors showing up with a tape measure to Finally, Model 4, is a variant of the previous model where the companies under regulation are too small Sparrow suggests that risk-based regulators will: Focus on the "Expert" rather than the "Legal" model

A DSM models system elements and their corresponding information exchange, interactions, and relationship Dependancy Structure Matrix An environmental program will include many aspects which can be modelled For example, the following pillars are sequential relationship in the Environmental Golden Thread model As such, the coupled relationships in the model show the critical areas of focus in the system. since it connects the main upper loop to the lower loop of the model (see dependency map below).

last year in our Elevate Compliance Huddles, we have walked through the Operationalized Obligation model Each side of the model has its own work: Obligation owners manage what is required through rules, practices The left side of the model remains with them: knowing what was intended and validating that obligations The Operationalized Obligation model points to principles that are relevant here: Ownership.

IDEF0 Diagram for PDCA IDEF0 is a functional modelling notation. Every function is a box. program function, delivered new capabilities, and then disbanded, leaving the system in maintenance mode What Has Grown Since 2017 The 2017 model became the foundation for our Operational Compliance Model. Every regulator needs a model of what it regulates. The IDEF0 diagram is one such model. This is why a model matters.

Our fish tank was a model of the real world, but not the world itself. As the British statistician George Box wrote, “All models are wrong, some are useful.” We need to use models to help us navigate the real world, not replace the real world by our models. Another way of saying this is that: we don’t live in our models, and neither do our businesses. Maintain Perspective- Use models as tools for understanding, not as blueprints for reality.

It provides context for how compliance fits into the overall business model. 2. into the operational business model. Evaluate Compliance Operability The final step is to assess how well the integrated compliance model One area where capability maturity models have been successfully employed is in software development, by Carnegie Mellon University, continues to develop and publish maturity models.