Download to read offline
![The journey forward
Set the stage
- Create a sense or urgency
- Put together a guiding team
Decide what to do SafetyC’s Journey C’s
5 Journey – 5
- Develop the change vision and
strategy
High
Management
Activity
Make it happen
Supervisory
- Communicate the Activity
understanding and buy-in Management
Team Activity
- Empower others to act Low
Leadership
- Produce short term wins
Cr
Co
Co
Co
Cu
isi
nt
m
m
ltu
- Do not let up
s
pl
m
ro
re
ia
itm
l
nc
en
e
t
Make it stick
- Create a new culture
MindTools (2012) Implementing Change Powerfully & Successfully [online] MindTools
http://www.mindtools.com/pages/article/newPPM_82.htm (accessed) 5 July 2012.
21](https://image.slidesharecdn.com/presentationengineeringsymposium-120723195359-phpapp01/85/Presentation-engineering-symposium-21-320.jpg)
More Related Content
Similar to Presentation engineering symposium
![Enterprise risk-mgmt[1]](https://cdn.slidesharecdn.com/ss_thumbnails/enterprise-risk-mgmt1-120905013017-phpapp01-thumbnail.jpg?width=640&height=640&fit=bounds)
Presentation engineering symposium
- 1. Risk Culture Presented forthe Risk Engineering & Assessment Symposium Presented by: Dean Eddy Date: July 2012
- 2. Objectives Risk Engineering &Assessment Symposium 2
- 3. What is anorganisation? • Firstly they are complex structures of social interactions, consciously designed to achieve collective goals • They draw on their environment and transform inputs into outputs • They use the expertise of their human resources to produce results, which can be measured and compared Risk Engineering & Assessment Symposium 3
- 4. What is anorganisation? Closed Open Risk Engineering & Assessment Symposium 4
- 5. What is organisationalculture? “Manifestation of human intellectual achievement regarded collectively and the achievements of a particular time or people – it is the way of life of a particular society or group” (Oxford Dictionary 2006: 347) • 1960s American model of management was supreme – organisational culture was not considered paramount in management theory • 1970s a shift by the Japanese towards a solid reputation for service, reliability, values and quality – which matched their societal values that found synergies and success • As a result since the 1980s and 1990s culture has played a large part of any business curriculum and seen as a fundamental element for business success Risk Engineering & Assessment Symposium 5
- 6. Organisational Culture “Organisational culture is the pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and therefore, to be taught to new members as the new way to perceive, think and feel in relation to those problems” Schein. E. (1984) Sloan Management Quarterly, Winter 1984. p.7 Risk Engineering & Assessment Symposium 6
- 7. Organisational culture Risk Engineering& Assessment Symposium 7
- 8. Financial risk Cost of not achieving a cultural fit in an organisation • 50 hours of HR department’s time to manage the issue $ 5,000 • 15 hours spent by senior executives to manage the issue $10,000 • 250 hours of direct manager’s time to manage the issue $25,000 • Associated costs to cover work not achieved in the period $25,000 • Associated costs with recruiting & training of new staff $85,000 $150,000 Sutton, R. (2011) Building a Civilised Workplace and Surviving One That Isn’t. Little Brown Book Group. Embankment, London EC4Y 0DY 8
- 9. What is risk? Principles and guidelines standard ISO 31000 suggest you need to “The effect of uncertainty on objectives” place risk in the context of being able “to define the external and internal parameters that organisations must consider when they manage risk” Risk Engineering & Assessment Symposium 9
- 10. Risk matrix Consequences Likelihood Risk Engineering & Assessment Symposium 10
- 11. Risk awareness • Whyis risk awareness important? • Failed start ups in Australia – 40% in first year • 82% in the first ten-years • Reason for these failures – leadership – lack of cultural cohesion – succession planning and foresight • The inability to implement governance and support structures • A mismatch of vision to strategy Source: Australian Tax Office (2011) Risk Engineering & Assessment Symposium 11
- 12. Risk journey Risk Engineering& Assessment Symposium 12
- 13. Risk culture Enabling Organisation Structure Tools & Training Part of Strategic Planning Vision / Value Governance Leadership Information & System Consistent Appetite Ownership & Communication Risk Engineering & Assessment Symposium 13
- 14. The architecture STRATEGY VISIBLE STRUCTURE SYSTEMS INVISIBLE Risk Engineering & Assessment Symposium 14
- 15. A case study •BHP Billiton • Incorporated in 1885 – self sufficient and closed until 1915 • Used its own resources – built their own towns – Newcastle, Port Kembla and Whyalla • Became risk aware in the 1970s and their vision shifted. They looked for efficiency and growth after suffering market share lose due to cheaper imported products • Restructured – and sliced into divisions – each with its own organisational structure to ensure flexibility and the ability to react to the market. Each with their own level of accountability • Record profits in 2011 of US$10.52 Billion Risk Engineering & Assessment Symposium 15
- 16. BHP Billiton –what they got right Leadership Behaviours External Climate & Drivers - Clear tone set from top - Industry direction - Culture embedded through - Competitors front-line leaders - Government funding or pressure Perceived Value Risk Managers/Champions & Leaders - Had mandate and authority Governance Framework & Tools - Positive change leaders - Provided clear language - Tenacity - Accessible tools - “risk champions” scattered - Responsive structure throughout the business - Linkages and integration - Enabled decision making Risk Engineering & Assessment Symposium 16
- 17. BHP Billiton –what they got right top down perspective inform direct bottom up perspective Risk Engineering & Assessment Symposium 17
- 18. Not being awareof risk • Krispy Kreme – a case study • Took their product to the people – large expansion based on the balance sheet and not on sustained demand for their product • No full understanding of the market in which they operated • Did not keep the brand exclusive – did not limit distribution • Failure to understand consumer tastes Risk Engineering & Assessment Symposium 18
- 19. The cost ofnot being risk aware Risk Engineering & Assessment Symposium 19
- 20. What they gotwrong History Governance Framework & Tools - “fall in love with shadows” had a - Too complex backwards looking mentality - Full of jargon - “this is the way we’ve always done it” - Reporting processes drove poor behaviours - Misread popularity as long-term loyalty - Paperwork was too complex - Not practical - did not work in organisation Leadership Behaviours - Set up silos - Not enough resources applied - Limited sharing - No follow-up - Blame culture Risk Managers/Champions & Leaders - Claimed ignorance to issues - Not influencers - No effective communication - Not positioned at right level - Acted alone in silos - disconnected - Seen to own risk, rather than share it Risk Engineering & Assessment Symposium 20 - On their own
- 21. The journey forward Set the stage - Create a sense or urgency - Put together a guiding team Decide what to do SafetyC’s Journey C’s 5 Journey – 5 - Develop the change vision and strategy High Management Activity Make it happen Supervisory - Communicate the Activity understanding and buy-in Management Team Activity - Empower others to act Low Leadership - Produce short term wins Cr Co Co Co Cu isi nt m m ltu - Do not let up s pl m ro re ia itm l nc en e t Make it stick - Create a new culture MindTools (2012) Implementing Change Powerfully & Successfully [online] MindTools http://www.mindtools.com/pages/article/newPPM_82.htm (accessed) 5 July 2012. 21
- 22. The journey forward MD Human Strategy & Corporate Customer Strategic Risk Services Sustainability Committee Resources Performance Services Members Divisional Divisional Divisional Divisional Divisional Operational Operational Operational Operational Operational Risk Committee Risk Committee Risk Committee Risk Committee Risk Committee Aggregated Operational Risk Report Risk Engineering & Assessment Symposium 22
- 23. Risk aware top down perspective inform direct bottom up perspective Risk Engineering & Assessment Symposium 23
- 24. Risk culture • Finalhint for embedding a risk culture Just keep going……………… Patience Perseverance Passion Risk Engineering & Assessment Symposium 24
- 25. Good luck toyou all on the journey!
- 26. Dean Eddy M: 0412301 336 E: dean@enhancesolutions.com.au