#55 – HOW TO USE STRATEGIC IMPERATIVES TO FOCUS CORPORATE RISK MANAGEMENT – GREG CARROLL

GregCarrollRisk exists everywhere – the problem is knowing what to focus on. ISO 31000 definition of risk as “the measure of uncertainty in a situation” hasn’t done a lot to clarify what corporate risk means for Directors providing “good corporate governance”.

In this article I address the challenge we face as Directors in dealing with the vast array of risk in a typical large organisation.    I explain how to cut through the noise to ensure that corporate risk management actually protects and enhances the business, rather than obscuring critical reality in a fog of detail or a haze of misleading simplification. Continue reading

#53 – SEVEN GUIDING PRINCIPLES TO SUCCESSFUL ERM – GREG CARROLL

GregCarrollThe Dept of Defence (Australia) assesses capability in 7 categories: Purpose, Environment, Organisation, People, Process, Data, and Material.  Below I have used this methodology to lay out the guiding principles for achieving a successful Enterprise Risk Management (ERM) system. Continue reading

#52 – HOW WELL DO RISK ASSESSMENTS INFORM DECISION MAKERS? – CHRIS PEACE

Chris Peace pixSometimes, it seems that every newspaper edition, news broadcast or news website carries yet another story about a disaster – an event that might have been avoided by better decision making.

But do we ask whether such decisions were informed by risk assessments?  And if so, how effective were those risk assessments for informing the decision makers about the risks?  Which techniques were used in the risk assessments? Were the results presented in a way that made sense to the decision makers?  Do risk assessors follow a good process and so achieve some consistency in results, or do they just get lucky? Continue reading

#48 – HOW TO IMPLEMENT A GOOD FMEA – CARLOS E. Z. KRAHEMBUHL

CarlosThe Failure Mode and Effect Analysis is a great tool to evaluate the potentials risks existent in every activity or process.  Take a look at my article ‘FMEA in the Kitchen.’

The PFMEA – Process Failure Mode and Effect Analysis has focus into eliminate or reduce the potential issues in a new or current process. After calculating the RPN – Risk Potential Number – it is possible to decide if preventive actions need to be done. The PFMEA is done step by step, but is necessary pay attention in some points to avoid common mistakes. Continue reading

#48 – RECOVERY: LEAST UNDERSTOOD OF THE CONTINUITY LIFECYCLE ELEMENTS – GARY SIKICH

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The post-crisis recovery phase is one of the least addressed in planning, training and simulations.  This is an area that, if not properly managed, can cost financially, reputationally and operationally.  Communications, internal and external are, at best, misjudged.  Guidelines for recovery are lacking and most entities lose focus when it comes to discussing recovery operations. Continue reading