Category Archives: Tips&Tools@Risk™

#143 – CORPORATE SOCIAL RESPONSIBILITY BALANCING THE RISKS AND REWARDS – GEARY SIKICH AND JOOP REMME

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Untitled1-150x150Summary

In this article, we intend to offer a realistic perspective on corporate social responsibility. First we offer our perspective on the related concepts of corporate social responsibility and sustainability, clarifying why anyone in the business community should spend some energy on them. Then we relate corporate social responsibility to corporate risk.

UntitledFocusing corporate risk on the risk in future developments, we then see the background for the challenges within corporate social responsibility. From the complexities around those challenges, we then go to developing business, which then brings us to our conclusion. The conclusion has to make sense in managerial terms and that is why we give the reader a twelve step program to effectuate improvements in terms of corporate social responsibility. Continue reading →

#143 – DO YOU KNOW THE RISKS IN YOUR MEASUREMENT SYSTEM? – AFAQ AHMED

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aaaOrganizations have processes and every process has a certain amount of risk associated with it due to variations. By managing process variations we can minimize risks to achieve desirable results. Every process has input variables (X) that delivers outputs (Y). Changes in (Y) is dependent on changes in (X) and can be expressed as:

Y=f(X) Continue reading →

#139 – OPERATIONAL EXCELLENCE IS NOT SOMETHING NEW! – JOSEPH PARIS

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Paris_Aug2012There is a lot of content created around Operational Excellence and its companion disciplines – including; Leadership, Lean, Six-Sigma, Theory of Constraints, Project Management, and so on – which together comprise Operational Excellence (including the content produced by myself).  But are all of these concepts as “new” as some would have you believe?  Have they never been embraced or implemented in the past?  Continue reading →

#137 – RESOLVING TEAM CONFLICT MINIMIZES LOW MORALE RISK – JOHN AYERS

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John Ayers pixAs we know, team conflict is not good and needs to be resolved quickly to maintain a high level of team moral and performance. This notion is true in sports as well in the work place. There are a number of approaches to resolve conflicts. For example: ignore them and hope they work themselves out; fire the main instigator as president Truman did with General MacArthur; confront them and resolve them. I offer an example herein of two approaches to resolve conflict, one of which I feel is a bad approach and one a good approach that I favor. Continue reading →

#133 – PROJECT DASHBOARDS: ARE WE MISSING THE PICTURE? – MALCOLM PEART

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Malcom Peart pixI was once asked by a non-English speaker; “What is a dashboard?” Our Client wanted a ‘dashboard’ summary of the monthly status as part of Project Controls for a ‘health check’.

I explained that cars have dashboards. Analogously, I told her that my first car (a Spitfire) had a ‘dashboard’ with a speedometer (marginally functional) to measure speed, temperature gauge (working) to warn of impending overheating, fuel gauge (temperamental) to let me know when I needed to top-up the tank, an odometer (erratic) to let me know how far I had travelled, plus a rev-counter that didn’t work. Continue reading →