We’ve been asked how come we talk about complexity and also root cause analysis. Aren’t they incompatible? The answer is no, and here we explain why root cause analysis is your best friend in managing complex situations and environments. Continue reading
Many enterprises have groups responsible for governance functions, such as Project Management (the PMO,) Enterprise Architecture (the EA team) or Technical Architecture (the ARB.) Unless these groups reflect a mature, enterprise-wide approach to management, however, they are unlikely to produce the benefits for which they are chartered. This results in the Illusion of Control. Continue reading
I was surprised this week by a New York Times article: FAA Orders Airlines to Devise Plans to Identify Risks.
What’s the driver for these risk assessments? The International Civil Aviation Association (ICAO) is part of the United Nations. ICAO rules impact 191 countries. The US Federal Aviation Administration (FAA) is the US signatory to ICAO. As such, they are now mandating airlines to develop risk based plans, which are also called Safety Management Systems. Continue reading
Daniel Burrus (“Three Potent Secrets to Innovation”, CERM Risks Insights # 74, January 2, 2015) gives us some guidelines out of the intricacies and the paths out from labyrinth to true Innovation.
Burrus’s article seems to summarize Charles Duhigg’s book “The Power of Habit”. Continue reading
Back in the days before electronic communication, modern companies and even accurate maps, the way of sailing ships first communication was the flags or colors the ship carried on the highest masthead.
These were so important, that a critical part of a ship was the crow’s nest. In daylight hours, a man’s full time duty was to scour the horizon in all directions to see if another ship or bad weather was approaching. With weather, one could batten down the hatches and sail through the storm or try to sail around it. Continue reading