Money got tight and we weren’t getting the results we needed. We were forced to make adjustments in how we worked and they weren’t well received. From a management perspective we needed to look at how we were performing and what we needed to improve. To do that we examined ourselves in terms of these two essential issues:
The Compliance Manager’s role in the modern organization is to enable/empower decision makers to take action and leave the building defensive walls to the Risk Manager with his heat maps. So how can compliance managers start realising their value adding role? Continue reading
Most of us are aware of the old saw “the operation was successful, but the patient died!” which has been around since 1829 and used to describe medical, as well as military and business failures. There are many reasons for failure but is ‘over-management’ one of them? Can too much ‘project management’ be applied to the point that the aim of the project, i.e. the product, is compromised? Continue reading
As very young children, we had an instinctive need to be very close to our parents – feeling a great deal of anxiety, even a sense of abandonment, if they were not within our sight. As we grew older – and whether it was geographically, intellectually, or psychologically – we would become more comfortable with greater distances from what we felt were our basic truths, but almost always as stepping stones and rarely great leaps. Think of early commanders of sailing ships always keeping sight of land until traveling ever greater distances was more predictable because of maps and navigation techniques and tools. Continue reading
Pick up any paper. Listen to any news. What’s the common thread that weaves through all news?
VUCA – Volatility, Uncertain, Complexity, Ambiguity
It’s the scary. It’s the unknown. It’s the unknowable.
Today’s new normal is VUCA. That’s why we say: “We now live in VUCA time”
Today’s Typical NY Times Front Page Headlines (August 30, 2017) Continue reading