The FCC declares it has oversight over the Internet. And who can object?
“FCC Sets New Era Of Net Oversight,” Wall Street Journal, February 27, 2015. FCC asserts authority to regulate the Internet.
Quo warranto? In Marbury v. Madison, the Supreme Court decided that the Supreme Court had the final decision over what was constitutional. I thought the Constitution didn’t give the Fed the power to regulate the Internet and that therefore that right was reserved to the States and to the people. Tenth Amendment to the Constitution (ratified December 15, 1791).
Is the essence of governance that everyone agrees you have the power to govern?
Who governs the Internet? For now, the answer is either no one or every one. But not for long.
“Europe Aims to Impose Data Rules,” Wall Street Journal, February 25, 2015 B1. The EU attempts to regulate the Internet within its borders, apparently largely driven by privacy concerns, not competitive forces.
Between that, and net neutrality (as opposed to market-driven net), and whose going to run ICANN and domain name servers, it’s hard to know who’s governing the Internet, and how. Is EU or US or UN control better than no control? How much governance is too much?
Filed under Compliance, Controls, Culture, Governance, Interconnections, IT, Oversight, Ownership, Policy, Security, Third parties
What does where you store it say about the information you store? When are the restrictions of the new storage location outweighed by the risks posed by the alternative storage locations?
“Apple Will Store Data At New Sites In Europe,” Wall Street Journal, February 24, 2015 B1. Despite the burdens of EU privacy law on collecting, storing, processing, and transferring personal information, Apple sets up two data centers in Europe.
Is this Apple’s commitment to privacy or a response to Edward Snowden?
One metric in evaluating investments is “earnings.” But do the earnings numbers need to be adjusted for how long the CEO has been there?
“If a New CEO Appears to Be Doing A Great Job, Take a Closer Look,” Wall Street Journal, February 23, 2015 R5. Earnings often overstated in first three years of a CEO’s tenure. Happens less at companies with “stronger monitoring…, and board and audit-committee independence.” Really?
What impact does this have on the culture? Where’s the Board? Where’s the CFO? Where’s the GC?
Filed under Board, Business Case, Compliance, Compliance, Compliance Verification, Controls, Culture, Culture, Data quality, Duty of Care, Governance, Information, Internal controls, Investor relations, Oversight, Oversight, Risk, Value
I don’t normally post on Sundays, as The Journal isn’t published and I am left with the Houston Chronicle. But this is too important.
“Lying in the military common, study finds,” Houston Chronicle, February 22, 2015 A10. Officers “ethically numb” due to the other demands on their attention. And “the armed forces themselves may be inadvertently encouraging it.”
What does it say about culture when the prototypical command-and-control organization lies? Where else is the culture eroding? How can businesses succeed where the military is failing?
Filed under Culture, Risk
Fridays can be slow news days, but they are good times to send out bad information.
“Extension, and Snafu, for Health Law,” Wall Street Journal, February 21, 2015 A1. The White House unilaterally extends the sign-up period on HealthCare.gov, while admitting that it send 800,000 folks incorrect information about their 2014 coverage, complicating early tax filings. About 750,000 taxpayers told to hold off on filing their tax returns. The error was apparently in what the forms say local health care premiums are. Assuming, arguendo, that the taxpayers are in a State with a State exchange.
What duty does the tax collector have to be clear, accurate, and timely when providing instructions to taxpayers? What remedy is there for falling short of that goal? I’m confused.
A key element of management of anything is developing metrics. You get what you measure (and reward). I was reminded of this when viewing a video by Nick Milton the other day on knowledge management, where he refers to people, process, technology, and KPIs (key performance indicators).
But what if your metrics are measuring something other than what you want?
“Great Moments in NFL Combine Failure,” Wall Street Journal, February 19, 2015 D6. As part of the selection process, the NFL runs possible players through a bunch of tests and measures the results, and make decisions based upon that information. But it appears that several superstars did poorly on the tests but great on the field.
Do your performance metrics measure performance, or do they just collect numbers? Are you measuring what matters, or what’s easy to collect?