Harvard Business Review this month published an article on ‘How to Live with Risks.’ The essence of the piece is that we are looking for risk in all the wrong places:
“Risk management has historically focused more than half its time on legal, compliance, and financial reporting functions. That’s starting to change as companies realize that most big hits to shareholder value come from strategic and operating risks.”[i]
Study shows that non-compliance problems cost nearly three times as much as doing it properly from the start
Many companies view compliance programs as a headache — something they’re required to invest time and money in, but which produces little. A benchmark report from the United States shows that the opposite is the case. Investing in strong compliance programs saves money in the long run. Continue reading
A few years ago, having been invited to evaluate reliability practices within a company, I conducted a series of interviews with various staff members. When asked any question on the reliability techniques used, members of the engineering, procurement, operations, and quality departments all responded with nearly the same comment:
The tiny little town I live in is a crossroad with a gas station, a post office and a small diner which is a Saturday morning breakfast ritual for us and most of the town. Last spring an elderly gentleman was parking his pickup when his foot slipped from the brake to the gas pedal, and he crashed through the kitchen wall, injuring a cook and causing extensive damage to the building. Now, almost five months later, a crude sign in the window says “open soon.” Continue reading
As we cruise into a bull candidate driven market, there is one big concern on employer’s minds: retention.
Big companies and small companies are starting to see how the market has turned. Statistically, Monster job boards reported that 82% of surveyed employees have updated their resumes this year and 59% said they are passively looking for another role. Continue reading