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For many enterprises, information and the technology that supports it represent their most valuable, but often least understood, assets Successful enterprises recognise the benefits of information technology and use it to drive their stakeholders value These enterprises also understand and manage the associated risks, such as increasing regulatory compliance and critical dependence of many business processes on IT The need for assurance about the value of IT, the management of IT-related risks and increased requirements for control over information are now understood as key elements of enterprise governance Value, risk and control constitute the core of IT governance IT governance is the responsibility of executives and the board of directors, and consists of the leadership, organisational structures and processes that ensure that the enterprise s IT sustains and extends the organisation s strategies and objectives Furthermore, IT governance integrates and institutionalises good practices to ensure that the enterprise s IT supports the business objectives IT governance thus enables the enterprise to take full advantage of its information, thereby maximising benefits, capitalising on opportunities and gaining competitive advantage These outcomes require a framework for control over IT that fits with and supports the Committee of Sponsoring Organisations of the Treadway Commission (COSO) Internal Control Integrated Framework, the widely accepted control framework for enterprise governance and risk management, and similar compliant frameworks Organisations should satisfy the quality, fiduciary and security requirements for their information, as for all assets Management should also optimise the use of available IT resources, including applications, information, infrastructure and people To discharge these responsibilities, as well as to achieve its objectives, management should understand the status of its enterprise architecture for IT and decide what governance and control it should provide Control Objectives for Information and related Technology (COBIT ) provides good practices across a domain and process framework and presents activities in a manageable and logical structure COBIT s good practices represent the consensus of experts They are strongly focused on control and less on execution These practices will help optimise IT-enabled investments, ensure service delivery and provide a measure against which to judge when things do go wrong For IT to be successful in delivering against business requirements, management should put an internal control system or framework in place The COBIT control framework contributes to these needs by: Making a link to the business requirements Organising IT activities into a generally accepted process model Identifying the major IT resources to be leveraged Defining the management control objectives to be considered The business orientation of COBIT consists of linking business goals to IT goals, providing metrics and maturity models to measure their achievement, and identifying the associated responsibilities of business and IT process owners The process focus of COBIT is illustrated by a process model, which subdivides IT into 34 processes in line with the responsibility areas of plan, build, run and monitor, providing an end-to-end view of IT Enterprise architecture concepts help identify those resources essential for process success, ie, applications, information, infrastructure and people In summary, to provide the information that the enterprise needs to achieve its objectives, IT resources need to be managed by a set of naturally grouped processes But how does the enterprise get IT under control such that it delivers the information the enterprise needs How does it manage the risks and secure the IT resources on which it is so dependent How does the enterprise ensure that IT achieves its objectives and supports the business First, management needs control objectives that define the ultimate goal of implementing policies, procedures, practices and organisational structures designed to provide reasonable assurance that: Business objectives are achieved Undesired events are prevented or detected and corrected.

Figure 744 Collander relationship between intrinsic permeabilities of 20% soy lecithin versus 2% DOPC PAMPA models

octanol water system might suggest that, given a background solution of a lipophilic counterion, ion pair transmembrane transport takes place (eg, Section 45) Such hypotheses can be tested in a direct way in the PAMPA assay If the charged species, especially quaternary ammonium drugs, appear in the acceptor compartment, the case for charged species transport could be further advanced It is very dif cult to make the case for charged-species transmembrane transport using the in vitro cultured cell model, because of the simultaneous presence of several possible transport mechanisms [1] 7771 The Case for Charged-Species Transport from Cellular and Liposomal Models Trimethylaminodiphenylhexatriene chloride (TMADPH; Fig 745) is a uorescent quaternary ammonium molecule that appears to permeate cell membranes [595] TMADPH uoresces only when it is in the bilayer, and not when it is dissolved in water Therefore, its location in cells can be readily followed with an imaging uorescence microscope One second after TMADPH is added to the extracellular solution bathing HeLa cell types, the charged molecule fully equilibrates between the external buffer and the extracellular (outer) lea et bilayer Washing the cells for one minute removes >95% of the TMADPH from the outer lea et If the cells are equilibrated with TMADPH for 10 min at 37 C, followed by a one-minute wash that removed the TMADPH from the outer lea et, the uorescent molecule is

Source: 1996, 1998, 2000, 2005 IT Governance Institute (ITGI) All rights reserved Used by permission

Business wasn t great at the Normandy Shopping center store [in St Louis], Canning recalled, and Dick Servant Jr and I were always trying to improve it Traditionally, the store closed on holidays, but one time we decided to keep it open and see what happened Servant manned the pharmacy, and I stayed up front We had one other employee working with us Before we knew it, the place was mobbed, and we were frantically calling in more employees 22 By the 1980s, the Normandy store had become Walgreens top store for sales and profit in the St Louis district and even served as a test market for Hallmark In fact, instead of leaving the St Louis district, as many had predicted the company would before Canning took it over, by 1982 Walgreens operated 33 stores there and sales were sensational, according to Glenn Kraiss, then the senior store operations vice president At the end of the century, the St Louis district had over a hundred stores and ranked second only to Chicago for self-service sales23 Canning s miraculous St Louis turnaround drew the attention of company executives In 1965, they tapped him to become the district manager for its Mountain district, headquartered in Denver It turned out that the man the company had recently annointed to be the new regional manager there just happened to be a guy named Cork Walgreen We had a tiny office with one big desk in the middle of it, Cork remembered [Canning] sat on one side of the desk and I sat on the other, facing each other, because the space was so limited But we were never there at the same time, so it wasn t a problem He was at his district stores, I was on the road, visiting stores all the way from California and down to El Paso and up to Salt Lake City, all over the West 24 Despite their peripatetic schedules, the young businessmen got to know each other well Fred was a disciplinarian, very strict, and a good speaker, good on his feet, Cork attested He was just a good guy, and we were very close friends, at work and at home When I lived in Denver, he lived just a block or two away, with his wife and eight kids We spent a lot of time together 25 Thus, when Cork Walgreen was called back to Chicago in 1968 and be-.