#186 – STRATEGIC ITAM: THE WAY FOR REACHING THE STRATEGIC CAPABILITY THAT EMPOWERS YOUR BUSINESS – FRANCISCO JAVIER TEN MORON

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Picture1The increasing complexity and dynamism that the markets have today, but especially those where organizations operate using Information and Communication Technologies as the core of the business, as well as the resulting uncertainty thereof, suggests that the Strategic Development in those Organizations should be based on the usage of traditional processes as well as other emergent strategies that arise from internal processes and daily activities. Continue reading

#183 – BEING THE BOSS: WHY SO MANY LEADERS FAIL? – ELIZABETH LIONS

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Lions gold podiumNothing is more flattering than a promotion. When the executives choose you to be a leader, it sends a powerful message about your skills and knowledge.

But if a promotion is proof that a person knows what they’re doing at work, why is it so hard for so many employees to make the move from individual contributor to leader successfully? Continue reading

#180 – HEALTHCARE, NO END IN SIGHT, POOR VALUE AT UNSUSTAINABLE COSTS – JOSEPH PARIS

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image001-2-300x300-250x250Something is seriously wrong…

The healthcare industry as a whole in the United States is corrupt, dysfunctional, ineffective, and inefficient.  And regardless of “party affiliation”, everyone appears to share this opinion.  The only real disagreement (and a heated disagreement at that) is what should be done about it, and whether what has been done to date has a chance of working as promised over time. Continue reading

#178 – THREE MANAGEMENT METHODS TO HELP YOUR BUSINESS IN THE TRUMP ECONOMY – GARY HINKLE

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02WEB-144x150-144x150President Trump promises a more business-friendly government that should stimulate economic growth. Regardless of the actual economic growth in our future, here are three methods that will help your business increase profits if you depend on successful completion of projects to make money.

These are relatively simple concepts, but they require in-depth knowledge, consistent effort and discipline to get full benefit. Continue reading

#175 – REAL WORLD VOLATILITY: IMPLICATIONS FOR SCENARIO GENERATION – GEARY SIKICH

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Untitled1-150x150Introduction

In the risk-neutral world, all business and government continuity planning would be risk-balanced. However, in reality, risks, threats, hazards and their consequences change depending on an organizations exposure, sensitivities to impact and other factors.  For instance, a natural disaster, can occur without much warning and can have direct and indirect impact on an organization.  Complicating the Business Continuity Planners life is a simple fact, events have unforeseen consequences that can rarely be planned for. Continue reading

#174 – MISUNDERSTANDING INNOVATION – GREG CARROLL

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team-carroll-150x150Excuse me, but this is a bit like 3 high street bankers sitting around discussing the plight of the homeless.   Very few of these self-appointed experts have ever started a business let alone been directly responsible for innovation in the marketplace.

After being in the computer software business for over 3 decades I have been directly involved in the most innovative period mankind has seen.  From the introduction of “mini” computers to the “cloud” to IoT (the Internet of Things), technical change has been a staple of the industry.  But from text files to relational databases to big data, the evolution of information as a tool has been the backbone of innovation in the aptly named “information revolution”.  Continue reading

#173 – OPERATIONAL RISK MANAGEMENT AND COMPLIANCE MANAGEMENT IN AN EMERGENCY DEPARTMENT – JIGNESH PADIA

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Picture1I recently got a question from one of my clients regarding risks associated with non-compliance in Emergency Department concerning two patient identifiers. The risk identified by my client is not uncommon among many healthcare organizations and falls under operational and compliance risk management.  In order to comply with the required organizational practices (ROPs), we first need to have a closer look at it. Continue reading

#166 – BALDRIGE CRITERIA POSES CHALLENGES TO THE QUALITY PROFESSION – JIM KLINE PH.D.

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aIMG_4231-150x150Introduction

The title may sound strange given the Baldrige’s origin as the U.S. National Quality Award.   Yet, its migration to a Performance Excellence Criteria and the addition of Cyber Security, Innovation, and Enterprise Risk Management (ERM) does pose challenges to the quality profession.  This is particularly true since the many of the Baldrige examiners are quality professionals. Continue reading

#164 – GUIDE TO RISK MANAGEMENT 3.0 – FREE BOOK – ALEXEI SIDORENKO

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SIDORENKORisk management is ultimately about creating a culture that would facilitate risk discussion when performing business activities or making any strategic, investment or project decision.

In this free book, Alex Sidorenko and Elena Demidenko talk about practical steps risk managers can take to integrate risk management into decision making and core business processes. Continue reading

#156 – BLACK SWANS, VOLATILITY, AND FLEXIBILITY – GEARY SIKICH

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Untitled1-150x150We live in a volatile world full of uncertainty.  It’s all about targeted flexibility, the art of being prepared, rather than preparing for specific events.  Being able to respond rather than being able to forecast, facilitates the ability to respond to the consequences of an event. Continue reading

#149 – THE BIG SHORT: COULD IT HAPPEN AGAIN? – ANNETTE DAVISON

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AAA&Risk as a term, is often used or perceived as being synonymous with defence. Being defensive is not a bad thing – but being solely defensive, means your organisation may be missing opportunities. Events of recent times, global financial crisis (GFC) and others, have shown that the historical approaches to governance oversight have not worked. Key points arising from the inquiry into the GFC included:

  • Widespread failure in regulation
  • Breakdowns in corporate governance
  • Policymakers lacked a full understanding of the system they oversaw
  • Systemic breaches of accountability and ethics

Continue reading

#145 – GATHERING DATA WITH NEVADA CHARTS – FRED SCHENKELBERG

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ABC FredGathering Field Failure Data

A common and rather poor technique to gather field data is to count the number of returns by week or month. This can provide a graph showing the number of returns over time. However, it hides useful information you need to understand your field failures.

Let’s take a look at a way to gather the same field failure data and retain the critical information necessary for time-to-failure analysis. Continue reading