satsca edmund dayrinn
Jenette Bregantini
An organization-wide roadmapping process can help you bring business goals front and center for everyone to understand and act on. This high-level document is a visual representation of a strategy: it answers the questions of what will be done, who will be involved in the work, the details of scope and resource allocation, as well as how and why certain initiatives were prioritized over others.
And with the right tool, you can roll up all those different strategies into one master view that allows you to see how all these pieces are connected and aligned with the high-level plan of the company.
Non-product teams have started to catch on to how they can use roadmaps to improve strategic communication and win executive buy-in for those plans. More and more marketing, IT and project-based teams are visualizing their strategies with roadmaps.
Business goal-setting frameworks like Porter's Five Forces, SWOT analysis, or Ash Maurya's lean canvas can help you audit your goals at that high level. These frameworks are good for taking stock of your current situation, so you can identify the areas you want to focus on for any given term.
This report provides a roadmap to enhance cross-border payments. The G20 has made enhancing cross-border payments a priority during the Saudi Arabian Presidency. Faster, cheaper, more transparent and more inclusive cross-border payment services, including remittances, while maintaining their safety and security, would have widespread benefits for citizens and economies worldwide, supporting economic growth, international trade, global development and financial inclusion.
This report presents a roadmap to address the key challenges often faced by cross-border payments and the frictions in existing processes that contribute to these challenges. These challenges, namely high costs, low speed, limited access and insufficient transparency, affect end-users and service providers, though not all in the same way. Individuals and small companies face particular challenges with retail cross-border payments, and financial inclusion remains a challenge for many, especially in emerging market and developing economies. Low-value payments may incur high fees as a percentage of the amount sent and face cumbersome processes. The unbanked and individuals and firms from fragile states are amongst those who may not be able to access payment services at all.
The roadmap provides a high-level plan, which sets ambitious but achievable goals and milestones, and is designed to allow for flexibility and adaptation in the path to get there as the work progresses, while ensuring that the safeguards in terms of secure processing and legal compliance are observed. It encompasses a variety of approaches and time horizons, in order to achieve practical improvements in the shorter term while acknowledging that other initiatives will need to be implemented over longer time periods. It follows the structure of the Stage 2 report, setting out actions and indicative timelines in the following five focus areas:
The first four focus areas seek to enhance the existing payments ecosystem. The fifth is more exploratory and covers emerging payment infrastructures and arrangements. While each of the building blocks in the first four focus areas individually has the ability to bring notable benefits to cross-border payments, they have many interdependencies and the most significant enhancements are likely to be achieved if they are all implemented in a coordinated manner. The potential for new payment infrastructures and arrangements will also depend on the first four focus areas delivering change.
Strong commitment, coordination and accountability will be critical to success. The roadmap incorporates a framework where individual actions are taken forward by the most suitable expert bodies, in accordance with their mandates, with the FSB providing coordination and reporting annually on progress to the G20 and the public. This process will provide an opportunity to update and adapt the roadmap over time in order to keep it on track to meet its overall goals.
The involvement of the private sector, sharing their insights and practical expertise, as well as delivering change, will be key to support the practical implementation of the roadmap. The work under each building block will consider how to most effectively involve them. Public consultation on the individual building blocks will take place at the appropriate points, in order to ensure transparency and accountability.
There is a growing focus on potential risks to financial stability from climate change. A large, and growing, number of international initiatives are underway on addressing financial risks from climate change. Ongoing work by official sector bodies, including the FSB, NGFS, BCBS, IAIS, IOSCO, OECD, IMF and World Bank, and a variety of private sector bodies on climate issues have been added to recently by the IFRS Foundation proposal to establish an International Sustainability Standards Board (ISSB), initially focused on climate-related reporting. More generally, climate topics are being given an important place in both the G20 and G7 agendas for 2021, and preparations are underway for COP26.
This roadmap for addressing climate-related financial risks, which has been prepared in consultation with standard-setting bodies (SSBs) and other relevant international bodies, supports international coordination in several ways.
The roadmap focuses on work to assess and address financial risks of climate change through four main, interrelated areas: firm-level disclosures; data; vulnerabilities analysis and regulatory and supervisory tools.
The FSB roadmap sets out a comprehensive and coordinated plan for addressing climate-related financial risks, including steps and indicative timeframes needed to do so, and paves the way for implementation. It will be delivered to the G20 Finance Ministers and Central Bank Governors meeting in July 2021.
The roadmap will help to build (as a next step) a common repository of metrics for measuring AI trustworthiness and risk management methods. It also holds the potential to inform and advance collaborative approaches in international standards bodies related to Artificial Intelligence.
The roadmap sets timelines by which EPA plans to take specific actions and commits to bolder new policies to safeguard public health, protect the environment, and hold polluters accountable. The actions described in the PFAS Roadmap each represent important and meaningful steps to safeguard communities from PFAS contamination. Cumulatively, these actions will build upon one another and lead to more enduring and protective solutions.
EPA Administrator Michael Regan established the EPA Council on PFAS in April 2021 and charged it to develop a bold, strategic, whole-of-EPA strategy to protect public health and the environment from the impacts of PFAS.
EPA will invest in scientific research to fill gaps in understanding of PFAS, to identify which additional PFAS may pose human health and ecological risks at which exposure levels, and to develop methods to test, measure, remove, and destroy them.
This is another very specific type of document. A backlog is essentially a to-do list of the tasks required to complete a strategic initiative, ideally arranged according to priority. Roadmap planning is often the process of creating a high-level strategy out of a collection of backlog tasks and ideas.
A roadmap, therefore, can and should work together with a backlog in the sense that the person responsible for the roadmap (typically a product manager in the case of a product roadmap) will translate its high-level strategic components into tasks that can be assigned and tracked throughout the project.
One reason so many entrepreneurs, product owners, and other professionals responsible for driving large strategic projects mistake the roadmap for something else is that they have historically not had the proper tools.
This work focuses on the development and implementation of Departmental guidance on the transition to post-quantum cryptography within DHS and its Components. This guidance directs the Department to prepare for transition to new post-quantum cryptography standards when available from NIST following the quantum roadmap. This guidance will result in an inventory of all DHS cryptographic systems and data types, broader understanding of the risk across the enterprise, and plans for the transition to post-quantum cryptography.
NIST and DHS, through a collaborative and innovative partnership, are working closely to produce helpful materials to raise awareness and provide guidance to federal, state, local, tribal, and territorial partners as well as critical infrastructure owners and operators and others in the private sector. These tools combined with targeted outreach will help our partners understand how to approach the problem and why action now is important and will help ensure a smooth transition to the new standard when available. A common approach to the problem will create efficiencies and close and ongoing relationships with our partners.
Together, these efforts reflect the prioritization of preparing for the transition to post-quantum cryptography, concrete actions to address the threat, and information sharing with the private sector as part of the plan Secretary Mayorkas announced on March 31.
In partnership with NIST, DHS created a guide to provide relevant stakeholders with concrete and achievable steps they can take now to prepare their organizations for the transition to post-quantum cryptography. As the NIST process to create a new post-quantum cryptography standard is underway, organizations should consider taking inventory of their current cryptographic systems, the data being protected, and prioritizing their systems for transition. Early preparations will ensure a smooth and efficient transition to the new post-quantum cryptography standard once available.
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