The document discusses the return on investment (ROI) of an effective business continuity management (BCM) culture. It provides 3 key points about BCM: 1) It is a holistic management process that identifies threats and their impacts, providing a practical and cost-effective framework for building resilience; 2) Calculating direct financial ROI is difficult, but benefits include social capital, customer loyalty and confidence, and organizational strength; 3) While financial ROI is hard to quantify, the importance of BCM for reputation, operations, and stakeholders makes investing in it essentially mandatory.
Navigating through the retirement process is a burden in and of itself, especially if you choose to do it alone. Michael Morrow, an experienced financial planner, explains the benefits of hiring, as well as the qualities one should look for in a money manager.
This presentation, given at 2014 ASAE MMCC, provides questions that an Executive Director can ask their Marketing Director to start a conversation that will allow the ED and the Marketing Director to better understand each other and to get on the same page both strategically and tactically.
Navigating through the retirement process is a burden in and of itself, especially if you choose to do it alone. Michael Morrow, an experienced financial planner, explains the benefits of hiring, as well as the qualities one should look for in a money manager.
This presentation, given at 2014 ASAE MMCC, provides questions that an Executive Director can ask their Marketing Director to start a conversation that will allow the ED and the Marketing Director to better understand each other and to get on the same page both strategically and tactically.
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
How Strategic Account Management helped a "small" Swiss company grow globallyDev Sharma
How Strategic Account Management helped a small Swiss company grow globally. A first-hand story for any SAM leader (or leader-to-be) that is starting to build a SAM program in a smaller business with high aspirations of growth.
Every business starts small. Creativity, passion and a real
entrepreneurial spirit usually drive the successful ones into
large impressive corporations. But as these accomplishments take hold, the leaders – the entrepreneurs – often find themselves trapped in the role of corporate warrior, more focused on maximizing efficiencies and chasing profits than on guiding the business to ongoing success.
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
How Strategic Account Management helped a "small" Swiss company grow globallyDev Sharma
How Strategic Account Management helped a small Swiss company grow globally. A first-hand story for any SAM leader (or leader-to-be) that is starting to build a SAM program in a smaller business with high aspirations of growth.
Every business starts small. Creativity, passion and a real
entrepreneurial spirit usually drive the successful ones into
large impressive corporations. But as these accomplishments take hold, the leaders – the entrepreneurs – often find themselves trapped in the role of corporate warrior, more focused on maximizing efficiencies and chasing profits than on guiding the business to ongoing success.
Successfully Navigating the Turning Tides
Welcome to the 13th edition of Creating Value, IMAP’s flagship mid-market M&A publication.
To say this year has been a mixed bag of nuts so far is somewhat of an understatement. Following a record year of M&A in 2021, many expected that this momentum would continue long into 2022. However, record high inflation, rising interest rates, and fears of a recession continue to overshadow market activity.
With energy and food price increases a danger to the stability of developing markets, global stock market valuations are off 20-30% from their cycle highs and are showing no signs of an imminent recovery. Yet despite this difficult environment, IMAP advisors continue to close successful deals for clients around the world and in this edition of Creating Value, we share the story behind some of these, including an artificial heart manufacturer looking to become the primary alternative to heart transplants and an IT recruitment company looking to bridge the gap in technology skills as a result of digitization. We also put Industrials, Fintech and Automotive under the microscope to find out what’s driving M&A activity and identifying opportunities for investors.
As we continue our series dedicated to the subject of ESG, we take a look at the implications of new ESG reporting regulations on mid-market companies. We also share details of a recent client succession story in the Renewable Energy sector.
Following his recently published paper looking at the likelihood of single-owner SMEs credit defaulting compared to multiple-owner SMEs, Dr. Csaba Burger, Data Science Advisor at the Hungarian National Bank (MNB), talks to Creating Value to explain why SMEs are twice as likely to default and provides guidance on key measures to mitigate the risks.
As IMAP continues to expand its global footprint, we take the opportunity to once again welcome our newest IMAP member, Investor in Paraguay and examine what is increasingly becoming a highly attractive region for investors. We also share news of a new IMAP partner agreement designed to develop our investment banking activities in the Netherlands.
So, while we are unable to predict what will happen in the markets over the coming months, or say for certain how things are going to unfold, it is clear that the tides are turning and by the time we come back to you with our next edition there will be much to talk about. In the meantime, our IMAP partners around the globe will continue to dig deep and be ready to help our clients successfully navigate any treacherous waters.
What will happen in 2019?
As always, I can only read between the lines, combine various signals, information and experiences from the labor market, unlock trends in the United States and Western Europe, watch the progress and the actions of inspirational companies, and polish my Employer Branding crystal ball. I have been faithful to this approach for many years. So, what do I see in the next year? With my eyes closed, I see "people dancing around the company fire in a celebration of a meaningful workplace progression for them". Well, well - let's move the metaphors into a more comprehensible form - 5 specific directions that could be enacted in the new year in Employer Branding.
1. attempts of ANY KIND TO MOTIVATE –> creating MEANINGFUL WORK
2. BUZZWORDS on notice boards –> capturing KEY VALUES
3. Concern for MATERIAL REINSURANCE -> focus on the CARING ENVIRONMENT
4. corporate SOCIAL RESPONSIBILITY –> corporate EMPLOYEE RESPONSIBILITY
5. separate DEPARTMENTS –> united TEAMS
How B2B buying and selling will change in 2020Shruti Kapoor
In this eBook, we have tried to answer questions like...
What are some of the new obstacles faced by other sales teams especially after the pandemic and what can you learn from it?
How has the buying process changed in light of COVID-19?
How can sales teams continue to have meaningful conversations?
Is it ok to be cold-calling or emailing prospects right now?
What type of messaging should be used in cold outreach to build relationships without pissing off your prospects?
What can sales, success & marketing teams do together in this time?
With layoffs dominating your team’s LI feed, how do you continue to motivate your sales reps?
How is your company responding to the new realities of the market?
Is it evolving or going back to 'business-as-usual'?
How is the behavior of your company and in your company getting in the way of sustained, improved performance?
5 Biggest Business Challenges Entrepreneurs Faceerickjones014
Have you ever wondered, “Why do so many entrepreneurs work so hard and are usually stressed?” Maybe you’re experiencing some of this yourself? Do you ever ask yourself, “Why is it so hard to run a business?” No success story seems to have come easy. In fact, for many entrepreneurs, life can be so challenging, sometimes it’s tempting to just get a job! Why is that the case?
Transforming Companies Through Value Creation not Value DestructionTotal CVM
Understandably, no one will want to change unless he sees a value in the change. And the Value has to be tangible and worthwhile. Value Creation is obviously a good idea for companies. Sometimes, evangelists like me forget that for most people the current situation is comfortable (they derive value from comfort). Many have bosses or Boards or company owners that demand profitability albeit short term. And if they do not deliver they run the risk of being fired (a value destruction situation for them). So there are many reasons for following the road well-travelled. My friend Jim Carras said to me: “You seem to make a big point of stakeholder value not being a good objective for companies and I fully understand your concept...................
1. ROI - Return
on Investment
of effective
BCM Culture
2016 – BCI-BCM FORUM
BRIAN MOATSHE –
CIRM-UK, AMBCI
2. What is BCM
Ice-Breaking Questions?
What is then our ROI?
Closing Thoughts
Thank you
CONTENT
3. BCM – Business Continuity Management
A holistic management process that identifies potential threats to an organization and the
impacts to business operations that those threats —if realized—might cause.
Which provides a PRACTICAL and COST EFFECTIVE framework for building organizational
resilience with the capability for an ef fective response that safeguards the interests of its key
stakeholders, reputation, brand, and value -creating activities.
Holistic management
Identifies potential threats
Impacts to business operations
Practical
Cost effective
N/B: BCM is not a strategy to reduce staff compliment.
As Robin Williams' character – Mr Keaton – said in ‘Dead Poets Society’, "This isn't like laying
pipe." Yes, we have standards and processes, tried and true. However, there are just too many
unknowable's to give a dollar figure saved (or made) for a BCM program.
WHAT IS BCM?
4. Can we afford not to do it?
Will we attract future business if we implement a
business continuity program?
Who here has a fire extinguisher in their house?“
Who here has a spare tire in their car?
Who here has *Life Insurance?
BIA – Financials, Regulatory/ Legislature, Legal,
Credibility (Brand)/ Reputation, Operations/Service
(Inwards & outwards) and Stakeholders
(shareholders, clients, communities, third parties
etc.)
ICE-BREAKING QUESTIONS?
5. Challenges:
Very difficult to show ROI in financial terms.
With financial institutions, you can come up with a formula for lost interest
on loans over time, loss of fees over time and loss of new business over
time.
Benefits:
Social capital from the workforce
A loyal customer base
A reliable and trustworthy reputation
Team Confidence to face the slings and arrows of the real world
Customer confidence
Organisational strength
N/B: Now that is priceless.
WHAT IS THEN OUR ROI?
6. Structure of your BCM. Strategic, Operational and Tactical?
Where is your BCM’s focal point?
Transparency silo mentality. Them and us syndrome
Killer of all business. “We have being doing it this way”.
BCM is an Audit function?
BCM will fix it?
BCM is not BRM? What about sustainability?
BCM is not IT Recovery? What about the people who will drive
those systems?
N/B: BCM is about Strategic Thinking and Direction, Business
Intelligence and Developing Resilience.
WELL ROUNDED RISK ANALYST – Ron Rees (Former Operational
Risk Manager)
CLOSING THOUGHTS
7. N okia CEO ended h is speech s aying.
May 9, 2016
N okia CEO ended h is speech s aying t his “ we d idn’t d o a nything wrong, b ut s o mehow, we l ost”.
During the press conference to announce NOKIA being acquired by Microsoft, Nokia CEO ended his
speech saying this “we didn’t do anything wrong, but somehow, we lost”. Upon saying that, all his
management team, himself included, teared sadly.
Nokia has been a respectable company. They didn’t do anything wrong in their business, however,
the world changed too fast. Their opponents were too powerful.
They missed out on learning, they missed out on changing, and thus they lost the opportunity at
hand to make it big. Not only did they miss the opportunity to earn big money, they lost their chance
of survival.
The message of this story is, if you don’t change, you shall be removed from the competition.
It’s not wrong if you don’t want to learn new things. However, if your thoughts and mind-set cannot
catch up with time, you will be eliminated.
Conclusion:
1 . Th e a dvantage y ou h ave y esterday, will b e r eplaced b y t he t rends o f t omorrow. Y o u d on’t h ave t o
d o a nything wrong, a s l o ng a s y our c ompetitors c atch t he wave a nd do i t RI GHT, y ou c an l ose o ut a nd
fa il.
To c hange a nd i mprove y ourself i s g iving y ourself a s econd c hance. To b e forced by o thers t o c hange,
i s l ike b eing d iscarded.
Th ose who r efuse t o l earn & i mprove, will d efinitely o ne day b ecome r edundant & n ot r elevant t o t he
i ndustry. Th ey will l earn t he l esson i n a h ard & expensive way.
“WE DIDN’T DO ANYTHING WRONG, BUT
SOMEHOW, WE LOST”.
Picture managers looking towards the heavens as they try to compute unknown numbers, “Let’s see... there’s the cost of temporary workers (how many? I don’t know), potential overtime hours (how many? I don’t know), the cost of vendors picking up our processes (the Business Impact Analysis can help – but the vendors want to make a profit too), cost of Alternate Work Space (how long are we going to be there?), are there any penalties we have to account for, etc. etc. etc.” Sometimes, you just can’t put a RAND figure to it.
*To take care of my family in case something happens to me." I point at the ROI question, "If you do that to make sure your family unit can go on in the event of a disaster, why don't you want to take the steps that may ensure your company's continued future?"