A while back, I was on a panel where speaker-after-speaker stood up and pitched their virtual doodad, without mentioning the ways that it could be exploited. But still, why would anybody want to talk about something as dreary as security with all of the “benefits!?” Well, according to Juniper Research, in 2015 cybercrime cost the world five-hundred-billion dollars, which increased to two-trillion in 2018. If you’re keeping score, that’s roughly the GDP of France. So yes indeed, maybe security is something you should think about when you deploy your next technological “innovation.” Continue reading
Category Archives: Tips&Tools@Risk™
#270 – BUILDING A RISK ANALYSIS FRAMEWORK – ANDREW SHEVES
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Your assessment needs a clear framework to help you process the information you have and analyze the risks. Sometimes you will have one prepared but at other times, you need to do this yourself. Whatever the situation, you need to know what goes into designing and building a framework if you’re going to be successful. Continue reading
#268 – IT’S A VERY RISKY BUSINESS – GODFREY PARTRIDGE
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One of the main objectives for the Business Management Standard BMS75k was to address the need to establish and verify Business Decisions with the same degree of control that we afford products and service quality.
In dealing with the individual clauses and subjects of the management standards, the subject of risk has to be considered as this is significant in ISO9001:2015: and even more so for the Business Management Standard BMS75k which commends the use of planning and preparation in respect of risk management and control. Continue reading
#266 – RISK MATRIX AS A COMMUNICATION TOOL – FRED SCHENKELBERG
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Not all risks the same. Some are minor with little consequence, while others are not. Every organization or reliability program facings a plethora of risks and being able to communicate the range of identified risks is helped by using a risk matrix.
The risk matrix is a simple two-dimensional grid that lays out on one access the expected consequence of risk, from minor to catastrophic. The other axis has the likelihood or occurrence of the risk becoming realized, ranging from rare too certain. Continue reading
#261 – MAKING RISK MANAGEMENT LESS RISKY WITH ANTICIPATION – DANIEL BURRUS
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One of the central principles of the Anticipatory Organization Model is to move beyond the idea of mere competition. By that, I mean going past the idea of measuring your organization’s success and performance against others. Instead, set your own standards through transformational planning and ongoing innovation. In so doing, by being anticipatory you redefine the concept of risk management. Continue reading