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Expertise Applied to Technology Decisions.

KSG applies Technology Governance, Technology Risk and Operational Resilience through the KSG Decision Capability System (KDCS). The Decision Capability Model defines what is examined; the disciplines provide the expertise. An engagement may draw on one or more disciplines, with the emphasis determined by scope.

Understand KDCS →

Service Disciplines

Supports Ownership and Authority.

The executive challenge

Technology decisions can cross executive, business and technical boundaries without clear accountability, approval responsibilities or a reliable route for challenge and escalation.

  1. Focus

    Decision ownership, approval responsibilities and authority

    Possible output

    Clear ownership and approval model

  2. Focus

    Decision forums, responsibilities and escalation routes

    Possible output

    Governance mandate or terms of reference

  3. Focus

    Governance for technology strategy, investment, architecture and AI

    Possible output

    Executive reporting requirements

  4. Focus

    Governance for major technology change

    Possible output

    Policy or control recommendations

  5. Focus

    Executive reporting, policies and controls

    Possible output

    Prioritised governance improvement plan

Typical stakeholders

Boards, executive committees, chief information and technology officers, investment owners, risk leaders, governance functions and accountable business executives.

Outputs are illustrative. KSG does not assume client authority or make decisions for the organisation.

Service Discipline 01

Technology Governance

Supports Ownership and Authority.

The executive challenge

Technology decisions can cross executive, business and technical boundaries without clear accountability, approval responsibilities or a reliable route for challenge and escalation.

KSG focus

KSG helps establish governance appropriate to the decision, including ownership, approval authority, decision forums, information needs and escalation.

Typical areas of focus

Possible outputs

  1. Typical area of focus

    Decision ownership, approval responsibilities and authority

    Possible output

    Clear ownership and approval model

  2. Typical area of focus

    Decision forums, responsibilities and escalation routes

    Possible output

    Governance mandate or terms of reference

  3. Typical area of focus

    Governance for technology strategy, investment, architecture and AI

    Possible output

    Executive reporting requirements

  4. Typical area of focus

    Governance for major technology change

    Possible output

    Policy or control recommendations

  5. Typical area of focus

    Executive reporting, policies and controls

    Possible output

    Prioritised governance improvement plan

Typical stakeholders

Boards, executive committees, chief information and technology officers, investment owners, risk leaders, governance functions and accountable business executives.

Outputs are illustrative. KSG does not assume client authority or make decisions for the organisation.

Service Discipline 02

Technology Risk

Supports Evidence and Risk.

The executive challenge

Technology risk can be recorded without a clear owner, evidence that controls work or an explicit decision about what risk remains and who accepts it.

KSG focus

KSG connects the way risk is described, the evidence available, controls, acceptance, reporting and escalation to the decision leaders need to make.

Typical areas of focus

Possible outputs

  1. Typical area of focus

    Technology-risk approach, ownership and acceptance

    Possible output

    Technology-risk framework or classification

  2. Typical area of focus

    Control design, evidence and remaining exposure

    Possible output

    Risk ownership and acceptance model

  3. Typical area of focus

    Risk reporting and escalation

    Possible output

    Assessment of control design or supporting evidence

  4. Typical area of focus

    Supplier and outsourced-technology risk

    Possible output

    Risk reporting and escalation requirements

  5. Typical area of focus

    Risk in technology change and its effect on the wider business

    Possible output

    Prioritised recommendations for addressing risk

Typical stakeholders

Boards, executive risk committees, technology leaders, chief risk officers, control owners, risk and review functions, change leaders and accountable risk owners.

Work is bounded by scope and available evidence; it is not formal assurance, certification or regulatory approval.

Service Discipline 03

Operational Resilience

Supports Resilience.

The executive challenge

Dependence on technology and suppliers may be understood only in part. This can leave acceptable disruption limits, response authority and recovery expectations disconnected from the decision.

KSG focus

KSG connects service ownership, technology and supplier dependencies, disruption impact, testing, response and recovery to the relevant governance and investment choices.

Typical areas of focus

Possible outputs

  1. Typical area of focus

    Important business services, ownership and acceptable disruption limits

    Possible output

    Assessment of services and dependencies

  2. Typical area of focus

    Technology, supplier and AI-service dependencies

    Possible output

    Explanation of potential disruption impact

  3. Typical area of focus

    Scenario testing and major incident learning

    Possible output

    Disruption exercise design or review

  4. Typical area of focus

    Response and recovery governance

    Possible output

    Response and recovery governance model

  5. Typical area of focus

    Resilience investment decisions

    Possible output

    Prioritised resilience recommendations

Typical stakeholders

Boards, executive committees, business-service owners, technology and operations leaders, third-party owners, risk functions and response or recovery teams.

Work does not guarantee uninterrupted service, successful recovery, regulatory acceptance or a resilience outcome.

Engagement Formats

Ways to Apply the Expertise.

The appropriate format depends on the question, materiality, evidence and organisational context.

These are possible formats, not standardised products or guaranteed deliverables.

Start with the decision

Discuss the Technology Decision That Needs Attention.

Set out the decision, why it matters and what remains unclear.

Discuss a technology decision