Effective leaders provide their employees with a heartfelt portrayal of the WHY, a deep-rooted purpose, before defining the WHAT, the product or service, and then finally, the freedom on the HOW, which is the process.
First, understand the WHY of your solution. This gives you the line of thinking needed to decide HOW you can provide this solution in a way that is better than your competitors and more efficient for your customer. Continue reading
The Agile Manifesto, also called the Manifesto for Agile Software Development, is a formal proclamation of four key values and 12 principles to guide an iterative and people-centric approach to software development.
The four key values of the Agile Manifesto are also important values for significantly improving risk management practices in organisations: Continue reading
Organisations that promote formalised and standardised risk management practices can create a risk culture where their employees view risk management as a compliance and tick-the-box exercise.
In comparison, organisations that intentionally promote a more informal environment where risk discussions and information sharing naturally occur as part of the broader organisational culture when making decisions can experience a positive risk culture. Continue reading
Businesses exist because they are formed by entrepreneurs. They exist to earn a return for the business owners and shareholders.
Organisations exist to fulfil a specific social purpose and to satisfy a specific need of society. The potential for creating value for their customers and stakeholders is a key motive for all types of organisations including the public sector and not-for-profits. Continue reading
Smaller organisations, especially those with less than 100 people, often struggle with putting in place the right-size effective risk management practices that do not take up too much of their time and resources.
What I have often seen and experienced is that small-size organisations implement the ‘standard’ risk management practices that are commonly found in larger organisations without much thought as to whether it is fit-for-purpose to enable better organisational performance given their unique context or operating environment. Continue reading