Governance, Risk & Compliance · Govern
Technology risk is often discussed only after something has already failed, by which point the cost is set. We assess IT risk across your estate — unsupported platforms, single points of failure, untested recovery, and the way change and access are controlled — and trace each one back to the business process it threatens. Findings are ranked by business impact rather than technical severity, so the biggest exposures are addressed first. The output gives business owners enough to make funding decisions without needing to interpret the underlying technical detail.
In short
IT risk assessment evaluates the technology risks — availability, integrity, obsolescence, supplier and change risk — that threaten operations. It covers the risks that materialise without any attacker, which a security-only view tends to miss.
Start a conversationWhat we do
We establish which systems support which business processes, and what each of those systems depends on underneath. Without this map, risk is assessed on technical components in isolation and the business consequence of a failure stays hidden. Mapping dependencies also exposes shared components whose failure would affect several processes at once.
We identify unsupported components, single points of failure and recovery arrangements that have never been tested. Unsupported software and unproven restores are common and quietly accumulate until an incident forces the issue. We state each exposure with its business consequence so it can be weighed against the cost of remediation.
We assess how change reaches production and how access is granted, reviewed and removed. Poorly controlled change and lingering access cause as much disruption as any external threat, and they are within the organisation's control to fix. We look for the practical gaps — emergency changes with no review, accounts that outlive the people who held them — rather than theoretical ones.
We rank risks by business impact and set out a treatment plan with named owners and dates. The point is a short list of things actually worth doing, sequenced by the risk they remove and the effort they take. Lower-priority items are recorded honestly rather than dropped, so nothing is lost but attention goes where it counts.
What you receive
Documented output your teams keep and can act on without us in the room.
When this work helps
How an engagement runs
Establish the obligations, decision rights, and risks that genuinely matter to this organisation. We separate the requirements that truly apply from those assumed to, so effort is not spent governing risks you do not carry.
Review existing controls, policy, evidence, and how the work is actually performed. We compare the control on paper with the control in practice, because the gap between the two is usually where the real risk sits.
Design a proportionate control set with named ownership, evidence, and review cadence. Every control has an owner who can operate it and a defined source of evidence, so nothing depends on memory or heroics.
Embed the changes with the teams doing the work, and test that the controls operate. We hand over controls the process owners can run themselves, rather than a framework only we understand.
Where we work
Fidova provides governance, risk and compliance consulting from Delhi, India, and works with organisations operating in several jurisdictions at once, mapping obligations across regions to one coherent control set.
Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end, with on-site time planned where a phase genuinely benefits from being in the room.
Related services
Cyber risk assessment quantifies the likelihood and impact of credible cyber scenarios against your organisation. It answers what an incident would actually cost and which of your controls would interrupt it, rather than cataloguing weaknesses in the abstract.
Regulatory compliance work establishes which regulations apply to you, what they require operationally, and how compliance is evidenced. It turns legal text into specific controls and the records that demonstrate they operate.
Information security governance establishes who decides, who owns and who reports on security across the organisation. It is the structure of accountability and decision-making that turns security spending and policy into outcomes.
Questions
Straight answers to what buyers ask us before an engagement begins.
Enquiries
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Prefer email? contact@fidovaadvisory.com
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