The document discusses the relationship between knowledge management and operational risk mitigation. It uses the 1986 Challenger space shuttle disaster as an example of how better knowledge management could have prevented the catastrophe. Specifically, it describes how NASA engineers had concluded cold temperatures posed a risk to the O-rings but failed to effectively present the evidence. The document proposes integrating knowledge management and operational risk approaches to identify how information and knowledge can create operational risk events and how they could be used to avoid such events.
This document discusses managing human risk and error in organizational systems. It notes that human fallibility is a hazard that can negatively impact assets like equipment, services, and people. Both active errors during work execution and latent errors in wider system weaknesses can accumulate risks over time if not addressed. The document advocates a risk-based approach to proactively identify and control the human hazard throughout a project or work activity's lifecycle. This involves minimizing both the frequency and severity of potential human errors.
This document contains David Wilkie's student details for Griffith University, including his name, course number, campus, and student number. It also contains the date of April 21-22, 2012.
Hurricane Preparedness and Disaster Recovery_michellgrp10
This document discusses the importance of disaster recovery planning and continuity planning for businesses. It notes that 40% of companies without plans go out of business within 6 weeks of a disaster. Proper planning should address technical, personnel, process and documentation aspects to enable a business to continue operating if key infrastructure or employees are impacted. The document recommends taking a phased approach to develop comprehensive plans and periodically test and update them.
Tim Lister defines risk management as the process of uncovering uncertainty and risk in projects. It involves understanding the potential unwanted consequences of events or decisions, and deciding whether to address problems before they emerge or wait until they become clear problems. A key component is having conversations with stakeholders like technical staff, sponsors, and users to determine the best time to make decisions, such as whether to spend money up front to lower the probability of problems or how to lower costs if problems do occur. Effective risk management is about fighting early problems rather than late ones through proactive decision making.
Steve Arendt runcorn uk presentation 8 21-12 finalMatthew Lowe
This document discusses the concept of "perfect process safety" and how organizations can work towards it. It argues that compliance with regulations alone is not enough, and that learning from incidents internally and externally is critical. The document outlines characteristics of effective learning organizations and barriers to learning in "learning-disabled" companies. It also discusses lessons learned from major incidents like the Deepwater Horizon and Baker Panel reports. The document advocates for a safety culture with ongoing improvement and a focus on truly understanding and reducing risks.
The document discusses disaster recovery planning and outlines Zendal Backup's services. It defines disaster recovery, identifies common threats, and recommends having backup plans for low, medium, and high-risk scenarios. It also highlights the importance of testing plans and outlines Zendal Backup's data center in Toronto, which offers redundancy, security, and worldwide connectivity to simplify backups for clients. Choosing the right cloud provider is key to meeting data protection and availability needs.
This document discusses managing human risk and error in organizational systems. It notes that human fallibility is a hazard that can negatively impact assets like equipment, services, and people. Both active errors during work execution and latent errors in wider system weaknesses can accumulate risks over time if not addressed. The document advocates a risk-based approach to proactively identify and control the human hazard throughout a project or work activity's lifecycle. This involves minimizing both the frequency and severity of potential human errors.
This document contains David Wilkie's student details for Griffith University, including his name, course number, campus, and student number. It also contains the date of April 21-22, 2012.
Hurricane Preparedness and Disaster Recovery_michellgrp10
This document discusses the importance of disaster recovery planning and continuity planning for businesses. It notes that 40% of companies without plans go out of business within 6 weeks of a disaster. Proper planning should address technical, personnel, process and documentation aspects to enable a business to continue operating if key infrastructure or employees are impacted. The document recommends taking a phased approach to develop comprehensive plans and periodically test and update them.
Tim Lister defines risk management as the process of uncovering uncertainty and risk in projects. It involves understanding the potential unwanted consequences of events or decisions, and deciding whether to address problems before they emerge or wait until they become clear problems. A key component is having conversations with stakeholders like technical staff, sponsors, and users to determine the best time to make decisions, such as whether to spend money up front to lower the probability of problems or how to lower costs if problems do occur. Effective risk management is about fighting early problems rather than late ones through proactive decision making.
Steve Arendt runcorn uk presentation 8 21-12 finalMatthew Lowe
This document discusses the concept of "perfect process safety" and how organizations can work towards it. It argues that compliance with regulations alone is not enough, and that learning from incidents internally and externally is critical. The document outlines characteristics of effective learning organizations and barriers to learning in "learning-disabled" companies. It also discusses lessons learned from major incidents like the Deepwater Horizon and Baker Panel reports. The document advocates for a safety culture with ongoing improvement and a focus on truly understanding and reducing risks.
The document discusses disaster recovery planning and outlines Zendal Backup's services. It defines disaster recovery, identifies common threats, and recommends having backup plans for low, medium, and high-risk scenarios. It also highlights the importance of testing plans and outlines Zendal Backup's data center in Toronto, which offers redundancy, security, and worldwide connectivity to simplify backups for clients. Choosing the right cloud provider is key to meeting data protection and availability needs.
This document discusses how analytics can be used as both a process and lens to gain insights across user experience (UX) and business intelligence (BI). It notes that analytics is a discovery process that powers change by thinking, looking, and changing based on data. Various tools and trends in analytics are also covered, including predictive techniques for segmentation, the importance of experimentation, and moving from extractive to inclusive design processes informed by data.
The document discusses how intuitive technologies like tablet PCs, digital pens, and surface computing can improve clinician efficiency and patient safety in healthcare settings. It identifies ways these technologies can impact patient safety positively by improving outcomes and staff response times. It also explores how they can enhance clinician efficiency by streamlining workflows and supporting mobile decision making. The document compares current states of clinician efficiency to potential future states enabled by intuitive technologies and explains how these technologies can coexist in today's hybrid electronic environments.
The document provides guidance on conducting a root cause analysis and corrective action process for nonconformances identified in Nadcap audits. It outlines a 6-step process: 1) taking immediate containment actions, 2) defining the problem, 3) analyzing the causes, 4) determining the solution, 5) assessing if the solution is acceptable, and 6) reporting. The process is described as one approach that can be used to meet Nadcap's requirements of identifying immediate corrective actions, root causes, impacts, actions to prevent recurrence, and objective evidence.
Reducing Security Risks Due to Human Error - Information Security Summit, Kua...Anup Narayanan
A talk that is based on my methodology HIMIS (Human Impact Management for Information Security) for reducing information security risks due to human error. To know more about HIMIS, visit http://www.isqworld.com/himis
A Model for Reducing Security Risks due to Human Error - iSafe 2010, DubaiAnup Narayanan
This talk provides a model for reducing security risks due to poor information security awareness and poor attitude. Based on my methodology HIMIS (Human Impact Management for Information Security). To know more about HIMIS, visit http://www.isqworld.com/himis
The document discusses business continuity management and regulation. It outlines key elements of risk response and recovery planning such as identifying asset risks and evaluating them. Business continuity strategies are also discussed, including the relation between risk management and business continuity planning. The strategies of risk avoidance, reduction, sharing and retention are covered. A case study of Colt's business continuity approach for different levels of incidents is presented.
1) Current risk management approaches are problematic because they are either too notional and abstract or too focused on tangible metrics.
2) A new evidence-based approach is proposed that uses incident data frameworks to extract metrics that can be used to build models of threats, impacts, and management capabilities.
3) By analyzing patterns in incident data, more accurate assessments of risk can be made based on an organization's unique loss landscape, threat landscape, controls landscape, and how these change over time. This moves risk management from superstition to a measurable science.
Responsibility modelling for socio-technical systemsIan Sommerville
The document discusses responsibility modelling for socio-technical systems. It introduces responsibility models as a way to bridge the gap between organizational and software models. Responsibility models define the responsibilities within a system, the agents assigned to them, and the resources needed to fulfill responsibilities. Analyzing responsibility models can reveal vulnerabilities from misunderstood, misassigned or unfulfilled responsibilities. The document advocates using responsibility models to facilitate stakeholder discussions and identify system requirements.
1) Fear is one of the main obstacles that prevents patients from undergoing refractive surgery procedures. Patients fear pain, complications that could lead to blindness, and the procedure not working for their vision needs.
2) Doctors often address patient fears from a clinical perspective using statistics about complication rates, but this does little to reassure patients. Patients view risks to their vision emotionally, similar to how parents view risks to their children.
3) New technologies like customized LASIK and femtosecond lasers have helped reduce fears by making procedures safer and more precise, helping increase refractive surgery rates since 2003. Building trust between providers and patients is key to overcoming fear.
This document summarizes risks facing a company (TPCS) across several categories:
1) Product & Service risks include product defects, quality issues, and delays that could harm customers and damage the company's reputation.
2) Environmental & Pollution risks involve confirmed pollution or illegal waste treatment that could result in regulatory action or public backlash.
3) Business risks incorporate human rights issues, labor disputes, employee scandals, and intellectual property theft that threaten the company's reputation if exposed.
4) Information Security & Compliance risks range from data breaches and system attacks to violations of laws and ethical standards regarding areas like imports, exports, and anti-monopoly practices.
1) The AS 4360 Risk Management Framework provides a systematic process for identifying, analyzing, evaluating and treating risks. It involves establishing the context, identifying risks, analyzing risks, evaluating risks, and treating risks.
2) Tools for managing risks include risk matrices to assess likelihood and impact, and risk registers to document risks, mitigations, and residual risks over time.
3) Standards like ISO/IEC 27002 provide recommendations for managing risks related to data confidentiality, integrity and availability that are also relevant for e-learning projects.
Immutable principles of project managementGlen Alleman
The document discusses the 5 immutable principles of project management:
1) Define what "done" looks like at the end of the project.
2) Have a plan to achieve the done state.
3) Understand the resources needed to execute the plan.
4) Identify impediments to the plan and how to address them.
5) Measure progress against the plan using meaningful metrics. Risk management is also discussed as the primary role of project management.
This presentation features the Risk Analysis Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
This document provides an overview of operational risk and risk management. It defines operational risk as "the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events." It outlines the scope of operational risks, including both internal risks from failures and external strategic risks. It also describes the causes, events, and consequences of operational risks, as well as the role and processes of operational risk management programs, including risk identification, assessment, measurement, monitoring, and mitigation.
This document discusses proactive management of operational risk. It outlines various types of operational risks including internal fraud, external fraud, workplace safety violations, and system failures. It also discusses potential areas of loss from an operational risk perspective as defined by the Basel Committee. These include losses from people, processes, systems, and external events. The document then examines costs of operational losses and provides examples of potential losses including penalties from FERC and impacts of Dodd-Frank regulations. It emphasizes the importance of planning for risk through developing an operational risk capability including assessing requirements and impacts, identifying gaps, and creating a roadmap to address gaps over time. The goal is to effectively manage operational risk on an ongoing basis.
The document discusses people risk assessment and management. It notes that people risk is often overlooked despite people being at the core of all risks. It presents challenges in quantitatively measuring people risk levels. The document outlines a PRAY model to help companies address the 20% of employees that cause 80% of risks. The model considers various inputs like performance reviews, behavioral assessments, incident reports and other metrics to generate individual and company-level people risk scores aimed at improving risk management.
This document discusses People Risk Assessment & Yield (PRAY), a model for assessing and managing risks related to people in an organization. It notes that people risk is often overlooked despite people being at the core of many operational risks. The PRAY model takes a bottom-up approach to quantify people risks through various inputs from HR, recruitment/screening processes, incident reporting, and performance reviews. It aims to identify the 20% of people who account for 80% of risks. The PRAY model evaluates people based on their role, subordinates, and accountability for resources to determine appropriate actions like rewards, punishments, or training to manage people risks. The model can be implemented with different levels of complexity.
Uncovering Fraud Dilemmas - cVidya in London May 2012cVidya Networks
Presentation on uncovering the recent dilemma that fraud departments face – today and tomorrow given by Jason Lane-Sellers, cVidya's Fraud Expert, at Arena International's Revenue Assurance, Fraud Reduction and Cost Management in Telecoms 2012 conference in London.
Addressing Fraud Risk Management with FactsInfosys BPM
Fraud is identified and caught with the aid of facts. Facts give a deeper understanding to what you could be looking at in your organization. Facts have also given rise to the mnemonic that Fraud is Always Committed by Trusted Souls. As simplistic as it may seem, it holds key to a potential trigger. Are you equipped with the necessary tools to address this challenge? Is your organization equipped with fraud Risk Management? Here are some quick slides to take you through what you need to have.
Riskpro is an Indian risk management consulting firm with offices in Mumbai, Delhi, and Bangalore. It provides integrated risk management services to mid-large sized corporations and financial institutions. Riskpro's mission is to be the preferred provider of governance, risk, and compliance solutions. It offers a wide range of risk advisory services including Basel II/III advisory, corporate risks, information security, and operational risk management. Riskpro differentiates itself through its focus on risk management, over 200 years of cumulative experience, hybrid delivery model, and ability to take on large complex projects.
Riskpro is an Indian risk management organization with offices in major cities. It provides integrated risk management consulting services to mid-large sized companies. Its mission is to be the preferred provider of governance, risk and compliance solutions. It offers a wide range of risk advisory services including Basel compliance, corporate risks, information security, and operational risk management. It takes a holistic approach to people risk management and operational risk management. It also assists with legal compliance, knowledge management programs, and outsourcing risk monitoring.
Principles of Human Performance ImprovementDIv CHAS
The document provides an overview of human performance improvement. It discusses that human error is inevitable but can be managed. It describes the significance of incidents and how the majority are caused by human error and latent organizational weaknesses. Finally, it outlines various error prevention tools that can be used at the individual and team level, such as self-checking, questioning attitudes, and peer-checking, to improve performance and safety.
This document discusses how analytics can be used as both a process and lens to gain insights across user experience (UX) and business intelligence (BI). It notes that analytics is a discovery process that powers change by thinking, looking, and changing based on data. Various tools and trends in analytics are also covered, including predictive techniques for segmentation, the importance of experimentation, and moving from extractive to inclusive design processes informed by data.
The document discusses how intuitive technologies like tablet PCs, digital pens, and surface computing can improve clinician efficiency and patient safety in healthcare settings. It identifies ways these technologies can impact patient safety positively by improving outcomes and staff response times. It also explores how they can enhance clinician efficiency by streamlining workflows and supporting mobile decision making. The document compares current states of clinician efficiency to potential future states enabled by intuitive technologies and explains how these technologies can coexist in today's hybrid electronic environments.
The document provides guidance on conducting a root cause analysis and corrective action process for nonconformances identified in Nadcap audits. It outlines a 6-step process: 1) taking immediate containment actions, 2) defining the problem, 3) analyzing the causes, 4) determining the solution, 5) assessing if the solution is acceptable, and 6) reporting. The process is described as one approach that can be used to meet Nadcap's requirements of identifying immediate corrective actions, root causes, impacts, actions to prevent recurrence, and objective evidence.
Reducing Security Risks Due to Human Error - Information Security Summit, Kua...Anup Narayanan
A talk that is based on my methodology HIMIS (Human Impact Management for Information Security) for reducing information security risks due to human error. To know more about HIMIS, visit http://www.isqworld.com/himis
A Model for Reducing Security Risks due to Human Error - iSafe 2010, DubaiAnup Narayanan
This talk provides a model for reducing security risks due to poor information security awareness and poor attitude. Based on my methodology HIMIS (Human Impact Management for Information Security). To know more about HIMIS, visit http://www.isqworld.com/himis
The document discusses business continuity management and regulation. It outlines key elements of risk response and recovery planning such as identifying asset risks and evaluating them. Business continuity strategies are also discussed, including the relation between risk management and business continuity planning. The strategies of risk avoidance, reduction, sharing and retention are covered. A case study of Colt's business continuity approach for different levels of incidents is presented.
1) Current risk management approaches are problematic because they are either too notional and abstract or too focused on tangible metrics.
2) A new evidence-based approach is proposed that uses incident data frameworks to extract metrics that can be used to build models of threats, impacts, and management capabilities.
3) By analyzing patterns in incident data, more accurate assessments of risk can be made based on an organization's unique loss landscape, threat landscape, controls landscape, and how these change over time. This moves risk management from superstition to a measurable science.
Responsibility modelling for socio-technical systemsIan Sommerville
The document discusses responsibility modelling for socio-technical systems. It introduces responsibility models as a way to bridge the gap between organizational and software models. Responsibility models define the responsibilities within a system, the agents assigned to them, and the resources needed to fulfill responsibilities. Analyzing responsibility models can reveal vulnerabilities from misunderstood, misassigned or unfulfilled responsibilities. The document advocates using responsibility models to facilitate stakeholder discussions and identify system requirements.
1) Fear is one of the main obstacles that prevents patients from undergoing refractive surgery procedures. Patients fear pain, complications that could lead to blindness, and the procedure not working for their vision needs.
2) Doctors often address patient fears from a clinical perspective using statistics about complication rates, but this does little to reassure patients. Patients view risks to their vision emotionally, similar to how parents view risks to their children.
3) New technologies like customized LASIK and femtosecond lasers have helped reduce fears by making procedures safer and more precise, helping increase refractive surgery rates since 2003. Building trust between providers and patients is key to overcoming fear.
This document summarizes risks facing a company (TPCS) across several categories:
1) Product & Service risks include product defects, quality issues, and delays that could harm customers and damage the company's reputation.
2) Environmental & Pollution risks involve confirmed pollution or illegal waste treatment that could result in regulatory action or public backlash.
3) Business risks incorporate human rights issues, labor disputes, employee scandals, and intellectual property theft that threaten the company's reputation if exposed.
4) Information Security & Compliance risks range from data breaches and system attacks to violations of laws and ethical standards regarding areas like imports, exports, and anti-monopoly practices.
1) The AS 4360 Risk Management Framework provides a systematic process for identifying, analyzing, evaluating and treating risks. It involves establishing the context, identifying risks, analyzing risks, evaluating risks, and treating risks.
2) Tools for managing risks include risk matrices to assess likelihood and impact, and risk registers to document risks, mitigations, and residual risks over time.
3) Standards like ISO/IEC 27002 provide recommendations for managing risks related to data confidentiality, integrity and availability that are also relevant for e-learning projects.
Immutable principles of project managementGlen Alleman
The document discusses the 5 immutable principles of project management:
1) Define what "done" looks like at the end of the project.
2) Have a plan to achieve the done state.
3) Understand the resources needed to execute the plan.
4) Identify impediments to the plan and how to address them.
5) Measure progress against the plan using meaningful metrics. Risk management is also discussed as the primary role of project management.
This presentation features the Risk Analysis Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
This document provides an overview of operational risk and risk management. It defines operational risk as "the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events." It outlines the scope of operational risks, including both internal risks from failures and external strategic risks. It also describes the causes, events, and consequences of operational risks, as well as the role and processes of operational risk management programs, including risk identification, assessment, measurement, monitoring, and mitigation.
This document discusses proactive management of operational risk. It outlines various types of operational risks including internal fraud, external fraud, workplace safety violations, and system failures. It also discusses potential areas of loss from an operational risk perspective as defined by the Basel Committee. These include losses from people, processes, systems, and external events. The document then examines costs of operational losses and provides examples of potential losses including penalties from FERC and impacts of Dodd-Frank regulations. It emphasizes the importance of planning for risk through developing an operational risk capability including assessing requirements and impacts, identifying gaps, and creating a roadmap to address gaps over time. The goal is to effectively manage operational risk on an ongoing basis.
The document discusses people risk assessment and management. It notes that people risk is often overlooked despite people being at the core of all risks. It presents challenges in quantitatively measuring people risk levels. The document outlines a PRAY model to help companies address the 20% of employees that cause 80% of risks. The model considers various inputs like performance reviews, behavioral assessments, incident reports and other metrics to generate individual and company-level people risk scores aimed at improving risk management.
This document discusses People Risk Assessment & Yield (PRAY), a model for assessing and managing risks related to people in an organization. It notes that people risk is often overlooked despite people being at the core of many operational risks. The PRAY model takes a bottom-up approach to quantify people risks through various inputs from HR, recruitment/screening processes, incident reporting, and performance reviews. It aims to identify the 20% of people who account for 80% of risks. The PRAY model evaluates people based on their role, subordinates, and accountability for resources to determine appropriate actions like rewards, punishments, or training to manage people risks. The model can be implemented with different levels of complexity.
Uncovering Fraud Dilemmas - cVidya in London May 2012cVidya Networks
Presentation on uncovering the recent dilemma that fraud departments face – today and tomorrow given by Jason Lane-Sellers, cVidya's Fraud Expert, at Arena International's Revenue Assurance, Fraud Reduction and Cost Management in Telecoms 2012 conference in London.
Addressing Fraud Risk Management with FactsInfosys BPM
Fraud is identified and caught with the aid of facts. Facts give a deeper understanding to what you could be looking at in your organization. Facts have also given rise to the mnemonic that Fraud is Always Committed by Trusted Souls. As simplistic as it may seem, it holds key to a potential trigger. Are you equipped with the necessary tools to address this challenge? Is your organization equipped with fraud Risk Management? Here are some quick slides to take you through what you need to have.
Riskpro is an Indian risk management consulting firm with offices in Mumbai, Delhi, and Bangalore. It provides integrated risk management services to mid-large sized corporations and financial institutions. Riskpro's mission is to be the preferred provider of governance, risk, and compliance solutions. It offers a wide range of risk advisory services including Basel II/III advisory, corporate risks, information security, and operational risk management. Riskpro differentiates itself through its focus on risk management, over 200 years of cumulative experience, hybrid delivery model, and ability to take on large complex projects.
Riskpro is an Indian risk management organization with offices in major cities. It provides integrated risk management consulting services to mid-large sized companies. Its mission is to be the preferred provider of governance, risk and compliance solutions. It offers a wide range of risk advisory services including Basel compliance, corporate risks, information security, and operational risk management. It takes a holistic approach to people risk management and operational risk management. It also assists with legal compliance, knowledge management programs, and outsourcing risk monitoring.
Principles of Human Performance ImprovementDIv CHAS
The document provides an overview of human performance improvement. It discusses that human error is inevitable but can be managed. It describes the significance of incidents and how the majority are caused by human error and latent organizational weaknesses. Finally, it outlines various error prevention tools that can be used at the individual and team level, such as self-checking, questioning attitudes, and peer-checking, to improve performance and safety.
Embedding the Business Continuity Management in the organizations culture means, making it a natural part of; and therefore embedded BCM would be, making the BCM an integral or natural part of the organizational processes and procedures.
There is no getting around it, if a business today loses accessto its data, it is soon out of business. There are many reasonswhy an organization could find its access to reliable, securedata compromised—everything from a missing laptop to acorporate merger to a hurricane (see Figure 1). Then there are the legal and compliance requirements. In fact, many
organizations that never previously considered themselves tobe potential targets for hackers, or maintainers of sensitivecustomer data, now find themselves every bit as responsiblefor compliance as banks, hospitals and other traditional sub-jects of compliance regulations.
Objective Capital's Americas' Resources Investment Congress 2011
Ironmongers' Hall, City of London
1 February 2011
Speaker: George Osborne, saasXtra Exploration
Gainful Information Security is an information security and systems development firm established in Harare, Zimbabwe in 2007 to partner with African private and public sectors for a secure, efficient and cost-effective information lifecycle.
The document discusses strategies for reducing shrinkage and increasing profitability through effective loss prevention programs. It notes that shrinkage significantly impacts retailers' bottom lines. Studies show best-in-class retailers realize shrink recovery can be a top profit source, and loss prevention programs can reduce shrinkage by 20-40%. The document advocates moving from traditional reactive approaches to more innovative predictive analytics utilizing comprehensive data to identify drivers of loss, monitor trends, profile high-risk stores, and target solutions. An analytical approach and roadmap are presented for building baseline models, validating accuracy, enhancing operations, measuring results, and addressing out-of-tolerance indicators to efficiently allocate resources and minimize losses over time.
This presentation discusses achieving effective and durable security strategies. It emphasizes starting from understanding an organization's key risks and considering the real costs of different security approaches. The presentation examines where risks may come from, such as technical attacks, industrial espionage or social engineering. It also discusses thinking differently about security using models like rational choice theory and situational prevention. Finally, it notes that security strategies have costs beyond direct spending, including political effort, revenue impacts and capital requirements, and choosing the right controls and architecture requires weighing these true costs.
The document outlines an approach called "The Four Points of Prosperity" which advocates for balancing visualization, structure, people and processes. It notes that not having enough emphasis on any of these four areas can lead to issues like loss of control and direction, inability to measure success, high turnover and low morale. The approach presented by HRS Consulting emphasizes taking a holistic view of all four areas through strategic planning, performance measurement, training, policies and other initiatives to achieve benefits like maximum productivity and sustainability.
The document presents an approach called "The Four Points of Prosperity" which advocates for balancing visualization, structure, people and processes. It discusses the problems that can occur when there is not enough emphasis on one of the four areas, such as loss of control and inefficiency. The approach presented by HRS Consulting emphasizes all four areas through strategic planning, staff training, performance management and other services to maximize productivity, customer satisfaction and profitability.
Riskpro is an Indian risk management consulting firm with offices in major cities. It provides integrated risk management services to mid-large sized companies, with a focus on governance, risk and compliance solutions. Riskpro aims to be the preferred provider of complete GRC solutions through quality advisory services at affordable rates compared to large consulting firms. It has over 200 years of cumulative experience across its multi-skilled team members.
Riskpro is an Indian risk management consulting firm with offices in major cities. It provides integrated risk management services to mid-large sized companies, with a focus on governance, risk and compliance solutions. Riskpro aims to be the preferred provider of complete GRC solutions through quality advisory services at affordable rates compared to large consulting firms. It has over 200 years of cumulative experience across its multi-skilled team members.
Information Security - The Missing Elementsahmed_vr
The document discusses information security and proposes establishing a Computer Security Incident Response Center in Bahrain. Key points include:
1) Information security is important to protect organizations, ensure regulatory compliance, and protect intellectual property and customers' data.
2) A Computer Security Incident Response Center would coordinate security incidents within Bahrain, provide help and advice on incidents and best practices, and act as a trusted contact point.
3) Establishing such a center would help Bahrain fulfill its economic vision of empowering citizens, government, and businesses through secure information and communication technology.
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2. Paper presented by Eduardo C. F. Longo at the
European Conference on Intellectual
Capital, INHolland University of Applied Sciences.
Haarlem, The Netherlands
28-29 April 2009
5. January 27, 1986
Engineers were concerned that the O-rings
would not seal at the predicted temperature for
the launch
The evidence was presented in 13 charts
NASA officials pointed out weaknesses in the
charts
There was agreement that the evidence was
inconclusive
6. Edward Tufte discusses this case in his seminal
book “Visual Explanations”
The engineers reached
the correct conclusion:
cold weather was a
risk to the O-rings
7. Edward Tufte discusses this case in his seminal
book “Visual Explanations”
Failed to present the
evidence effectively
The engineers reached
the correct conclusion:
cold weather was a
risk to the O-rings
8. Edward Tufte discusses this case in his seminal
book “Visual Explanations”
A catastrophic decision
was not avoided
Failed to present the
evidence effectively
The engineers reached
the correct conclusion:
cold weather was a
risk to the O-rings
9. Edward Tufte discusses this case in his seminal
book “Visual Explanations”
Failed to present the
No one of the 13 charts
evidence effectively
depicted the link between
temperature and O-ring
damage
They had all the information
necessary to diagnose the
relationship
10. The main point is that
A better information design could reveal
the serious risk of the launch
11. This case is an example of the influence
Intangible
assets, e.g.
information and
knowledge
12. Intangible assets are increasingly
important
Create Pose risks if
economic value mismanaged
13. We propose to integrate
Knowledge Operational
Management Risk
i. how information and knowledge create the
possibility of OR events
ii. how they could be used to avoid these
events
14. Knowledge is related to our “life
history” and mental models
KM should focus on supporting
decisions and actions
Knowledge Instead of managing, stimulating
Management
The risk of loss due to inadequate
or failed internal processes, people
and systems, or to external events
Very broad concept
Operational Part of any business activity
Risk Gains importance
15. System /
Human External
Process Fraud
error events
failure
Information Perspective
Information loss Interpretation error Information falsification Lack of monitoring tools
Bad data quality Information treatment Information lost to
error competitors
Data capturing error Lack of informational
tools to identify fraud
Data treatment error Information security
fragility
Inadequate Loss of previous Social engineering Dependence on key
Perspective
documentation of experiences personnel
Knowledge
business knowledge
Decisions biased by
Inadequate personal beliefs
documentation of
adopted business rules
perspective
Difficulties to Flaws in decision Competitive Image negatively Barriers to
Business
identify and making advantage loss affected creation of new
benefit from knowledge
Flaws in strategy Financial loss Waste of resources
opportunities
definition Barriers to
innovation
17. In the Challenger disaster,
System /
Process
failure
Human
error [Causality is not
fully predictable ]
Knowledge Information Perspective
Interpretation error
Data treatment Information
error treatment error
Perspective
Decisions biased
by personal beliefs
perspective
Flaws in Image
Business
Financial Death of 7
decision negatively
loss astronauts
making affected
18. Information Management Role
Information is an asset of an organization
Part of operational
No intrinsic value
processes
19. Information Management Role
Information is an asset of an organization
Design that favors
Quality Availability
understanding
20. Information Management Role
Available to the company
Yes No
Available to competitors
Yes
Maintain Obtain
Protect Research
No
21. Knowledge Management Role
Loss of Barriers to Loss of relative
organizational knowledge competitive
knowledge creation advantage
22. Knowledge Management Role
Loss of
organizational
knowledge
Processes and IT systems poorly documented
Lack of mentoring programs
23. Knowledge Management Role
Barriers to
knowledge
creation
Lack of efforts that foster knowledge creation
Aggressive intellectual property programs
24. Knowledge Management Role
Loss of relative
competitive
advantage
Industrial espionage
Loss of human capital
25. This approach has clear benefits
Connect KM Broader
to a clear understanding
business driver of risk events
Knowledge Management
Operational Risk
Adopt an interdisciplinary approach
Optimize investments & efforts
26. Final words
Complex Complicated
Knowledge Management
Operational Risk
Chaotic Simple
Cynefin framework; originally developed by Dave Snowden and collaborators
27. Final words
Knowledge Management
Operational Risk
First step towards an integrative model
There is no “best practice”, but
“emergent practices”
Coherent and necessary
28. Thank
you!
Eduardo C. F. Longo
ecflongo@synapsing.com.br