E-Commerce at Wells Fargo. SF IIA/ISACA Presentation
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1 E-Commerce at Wells Fargo SF IIA/ISACA Presentation By Wells Fargo Audit Services October 17, 2000
2 2 Discussion Topics E-Commerce at Wells Fargo - Our Story E-Commerce Risks General Conclusions Q&A Afternoon Session
3 3 Background - Where We Started 9/99 Discussion With Wells Fargo s CTO Wake Up Call! Call To Arms!
4 4 Background - Where We Started E-Commerce Activities At Wells Fargo Recognized as a Leader for Growth and Innovation 1.7 Million Online Customers (1999) - more than double since 1998 wellsfargo.com New Products and Services (Internet) Decentralized Responsibility for EC Initiatives
5 Background - Where We Started E-Commerce is Changing the Competitive Landscape COMPETITORS: Non-Traditional Financial Institutions Portals Non-bank companies Dot-Com s TECHNOLOGY: Rapid changes New channels Evolving standards Increasing ubiquity New dominators CUSTOMERS: Mobile Diverse geographies Price sensitive Anytime, anywhere One-stop shopping THREATS: Intrusions Disruptions Regulations Fraud Aggregation 5
6 6 Background - Where We Started Moving At Internet Speed EC Activity Is Growing At A Rapid Pace Business And Technology Risk Profiles Are Changing
7 7 Background - Where We Started Audit s Reaction/Response Do We Have Answers To These Basic Questions? What is E-Commerce? How is it Defined? What E-Commerce Activities are Occurring Within Wells Fargo, and Where? What Risks are Associated With These Activities?
8 8 Background - Where We Started Do We Have Adequate Audit Coverage and Are We Doing Enough? Project Basis Auditing Some Recurring Operational Audits Silo Approach What Is The Best Approach To Audit These Activities?
9 9 What We Did - Where We Are Launched An Enterprise Wide E-Commerce Project Project Objectives Provide Executive Management with an enterprise level assessment of the processes in place to allow E-Commerce objectives to be met Assist the organization in evolving its controls as the E-Commerce business model changes and E- Commerce needs evolve Provide comparison to good industry practices Develop an approach for auditing E-Commerce activities within Wells Fargo
10 Project Team What We Did - Where We Are E-Commerce Project Business and Technology Auditors A Team Players Experienced Understands the Business Partnership with KPMG Fully Dedicated Resources Project Approach 3 Phases 10
11 What We Did - Where We Are Phase I - Planning & Strategic Analysis Gather Wells Fargo Specific Information Pertaining To: Business Objectives and Strategy E-Commerce Strategic Management E-Commerce Initiatives Organization and Responsibilities for Program Management Application Management Technical Infrastructure Supporting Processes 11
12 What We Did - Where We Are Phase I - Outcome E-Commerce is the use of enabling technologies that extend the core business activities of the enterprise into a virtual electronic community that is shared with customers, prospects, suppliers, business partners and employees. (Audit definition) Understanding of E-Commerce activities and initiatives Focus on Internet transactions (B2B, B2C, and C2C) Accumulation of data for Phase II risk assessment 12
13 What We Did - Where We Are Phase II - Enterprise Level Business Risk Assessment Identify important control objectives Assess the processes across the enterprise for meeting the control objectives Prioritize risks and compare processes to internal and external Best Practices Make recommendations for strategic and tactical remediation efforts 13
14 What We Did - Where We Are Phase II - Outcome Over 80 formal interviews conducted with all key lines of business Formal risk assessments completed at enterprise level Complete understanding of E-Commerce activities, initiatives, and risks Helped educate Executive Management and A&E Committee E-Commerce infrastructure within Wells Fargo Helped take the Mystique out of E-Commerce and the Internet Risks associated with E-Commerce 14
15 What We Did - Where We Are Phase II - Outcome Reputation / Brand Risk Control Objectives Strategic Management Program Management Technical Infrastructure Application and Functionality Architecture Supporting Processes Strategic: Credit: Transaction: Compliance: Effectiveness of planning process [Time to Market] Linkage with other strategic and business plans Adequacy of expertise and resources [Intellectual Property] New demographics New geographies Changing customer relations Transitory customer New network of alliances Instant Credit Decisioning Non-credit risk Transaction integrity Customer authentication [Digital Certificates] System capacity & availability Monitoring and audit Backup and recovery Banking regulations Consumer and banking legislation Contracts with suppliers, outsourcers and customers Privacy [Aggregation] Legal Fraud risk 15
![[Intellectual Property] New demographics New geographies Changing customer relations Transitory customer New network of alliances Instant Credit Decisioning Non-credit risk Transaction integrity](/docs-images/42/11932573/images/page_15.jpg "Customer authentication [Digital Certificates] System capacity & availability Monitoring and audit Backup and recovery Banking regulations Consumer and banking legislation Contracts with suppliers,")
16 16 What We Did - Where We Are Phase II - Outcome Additional new risks include: Missing non-traditional changes in the competitive landscape Keeping pace with the number and/or size of identified changes Assuming more risk than planned in attempting to respond quickly Tarnishing reputation/brand due to missteps in the marketplace
17 What We Did - Where We Are Phase II - Outcome Results formally presented to Executive Management and A&E Committee Forward thinking recommendations - looking out the front window Obtain Management Buy-In What s Working and What s Not Value Added 17
18 What We Did - Where We Are Phase II - Outcome EC Life Cycle Informational Transactional New products Value Chains Next Evolution (traditional products) and services Challenges and opportunities - areas to focus on Strategic Management Risk Management Balance between speed to market and effective controls Technology and security Communication regarding E-Commerce roles and responsibilities Due Diligence Process Contract/Vendor Management Intranet Processes 18
19 19 What We Did - Where We Are Phase III - Implementation Objectives Assist management in evolving controls related to E-Commerce technology and business processes Determine appropriate tools and approach for maintaining on-going value-added review of E-Commerce activities by Audit
20 What We Did - Where We Are Phase III - Outcome Established an E-Business Audit Team Full Time Focus to Proactively identify emerging E-Commerce risks Establish controls to minimize exposure and potential impacts Interface with lines of business Provide proactive value added services Business and Technology Auditors Project team members ( A team, experienced) Think Outside the Box - Non-traditional audit approach 20
21 21 Conclusion - Where We Are Going Project Results - Enterprise Level Well received by management - proactive and value added Forward thinking - next level of strategic and risk management processes Assist Wells Fargo in maintaining its leadership role in developing, deploying and delivering secure and reliable E-Commerce products and services
22 Conclusion - Where We Are Going Project Results - Audit Level New E-Business Audit Group well received Need to deliver on our mission Consultative versus traditional audit approach Proactive and Integrated Fully dedicated to E-Commerce risks at enterprise level Partnership with Management E-Commerce Resource Center of Excellence Knowledge Risk Management Enterprise Level View 22
23 23 Closing Remarks If your organization is actively involved with E-Commerce and you don t know or fully understand the associated risks You Are Behind the 8-Ball! It Isn t Going to Slow Down! Need to Address These Risks Now! If you are on top of these risks Congratulations E-Commerce is as much about business risks as technology risks
24 Questions?? RANDY MELBY (Phoenix) (602) TIM STAPLETON (San Francisco) (415) CHARLES HUGHES (Minneapolis) (612)
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