Category Archives: Decisions@Risk™

#423 – BEYOND BUNGEE MANAGEMENT – IAN DALLING

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This article provides insights into why the International Organisation for Standardization  (ISO) strategy for management systems standards over the last two decades has failed to meet the needs of organisations. It is producing standards that are not fit for purpose and misaligned with the needs, expectations and aspirations of its customers and other stakeholders and is negatively impacting economic, social and ecological performance. Continue reading →

#412 – WATERMARKING CHATGPT, DALL E COULD HELP PROTECT AGAINST FRAUD – HANY FARID PH.D.

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Shortly after rumors leaked of former President Donald Trump’s impending indictment, images purporting to show his arrest appeared online. These images looked like news photos, but they were fake. They were created by a generative artificial intelligence system.

Generative AI, in the form of image generators like DALL-E, Midjourney and Stable Diffusion, and text generators like Bard, ChatGPT, Chinchilla and LLaMA, has exploded in the public sphere. By combining clever machine-learning algorithms with billions of pieces of human-generated content, these systems can do anything from create an eerily realistic image from a caption, synthesize a speech in President Joe Biden’s voice, replace one person’s likeness with another in a video, or write a coherent 800-word op-ed from a title prompt. Continue reading →

#410 – AI ISN’T CLOSE TO BEING SENTIENT – NIR EISIKOVITS

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ChatGPT and similar large language models can produce compelling, humanlike answers to an endless array of questions – from queries about the best Italian restaurant in town to explaining competing theories about the nature of evil.

The technology’s uncanny writing ability has surfaced some old questions – until recently relegated to the realm of science fiction – about the possibility of machines becoming conscious, self-aware or sentient. Continue reading →

#408 – LEVERAGING PROCESS FAILURE MODE & EFFECTS ANALYSIS (PFMEA) – DUKE OKES

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 The primary core use of a pFMEA is to analyze a new process to identify potential failures within the process and evaluate the planned prevention & detection controls to determine the degree of risk (see Table 1). 

 Unfortunately, once the FMEA is complete the document often just sits “on the shelf” until the next major revision to the process, when it is hopefully used to analyze the planned changes. There are, however, many other potential uses for the FMEA that can leverage the information gained from the analysis. Here are five examples:  Continue reading →

#407 – BUSINESS CONTINUITY PLANS: LESSONS LEARNED FROM PUERTO RICO – FRANCISCO GARCIA

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The pandemic and subsequent supply chain disruptions have been harsh reminders of the need for manufacturers to create or update their business continuity plan (BCP). Disruptions of some sort are likely, and manufacturers must be prepared for all types of scenarios including natural disasters, technical failures and cyberattacks. Continue reading →