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Graham Oakes’ piece on the e-Consultancy blog, Governance – Nine Steps to Good Decision Making, has attracted considerable interest and comment, judging by the Twitter buzz highlighted on the same page. I am not surprised; there are few authors who can express themselves as concisely, as credibly and in term of such good common-sense as Graham. This piece is no exception – should be something of a masterclass example on how to write something short but with maximum impact. Graham Oakes is author of Gower Publishing’s Project Reviews, Assurance and Governance.
Arguably not the most dynamic and explosive of revolutions but one that we depend on if our organizations are to remain competitive and if we, as employees, are going to remain employable. Ann Alder’s blog post suggests ten thoughtful ways in which organization’s can encourage and nuture this form of development. Ann Alder is author of Pattern Making, Pattern Breaking: Using Past Experience and New Behaviour in Training, Education and Change Management.
I am proud to count John Gattorna amongst our authors (Dynamic Supply Chain Alignment, Handbook of Supply Chain Management, Strategic Supply Chain Alignment and Supply Chain Cybermastery). He is one of the consistently most requested speakers on the conference circuit and one of the highest rated commentators on developing supply chain practice. If you have the opportunity to hear him speak, I urge you to take it. Over the next few months, John will be speaking at: the Manufacturing Supply Chain Officer Summit in Shanghai (today and tomorrow); delivering the post-conference workshop ‘Designing and Implementing New Age Supply Chains’, following Centaur’s Extended Supply Chain 2011 Conference on 7th April; presenting at the Supply Chain Asia Forum 2011 in September; talking on network design at the Llamasoft 2011 Summer Conference in Ann Arbor, Michigan in June. For details of other events, visit John’s own website http://www.johngattorna.com/
For anyone unfamiliar with the process of business wargaming, Daniel Oriesek’s series of slides provides a very helpful definition as well as a number of pointers to help you reflect on whether this is something of value for your organization. With an increasing focus on the using scenarios for future planning, helping with risk management and the development of new product and service offerings, I anticipate that the use of these techniques will spread significantly over the next five years. Daniel Oriesek is Principal with A.T. Kearney in Switzerland and co-author of Business Wargaming: Securing Corporate Value.
Resilience seems to be the watchward of the moment; understandable given the unprecedented periods of organizational change and economic turmoil all been businesses have been through recently … and what government austerity measures have in store for us. The succession management consultancy, AM Azure, offer a free three minute predictive survey to “highlight your organization’s likelihood of staying the distance or falling by the wayside”; scary stuff, but at least forewarned is forearmed. Andrew Munro is author of Practical Succession Management: How to Future-Proof Your Oganization.”
Imagine your company is working in a high-risk area of the world. You will want to take measures to ensure the resilience of your operations and to protect them from risk associated with terrorism, political instability or state-sponsored corruption. But what are the dangers of going too far? What are the risks of overstepping the line when your risk mitigation makes your company an actor in the politics of the region? There’s a fascinating piece on this the Harmattan Associates website written by Robert McKellar (author of our forthcoming Short Guide to Political Risk).
It’s extraordinary how we are conditioned to take leadership for granted in organisations and yet, as this short video from Nick Obolensky illustrates so well, our capacity for self-organisation is something we should never under-estimate. Nick is author of Complex Adaptive Leadership.
The recent Project Experts’ Forum at the National Centre for Project Management highlighted some fascinating perspectives on risk, uncertainty and ambiguity. One of the most striking ideas came from David Hillson (Managing Risk in Projects, Understanding and Managing Risk Attitude, and Managing Group Risk Attitude). David highlighted the diffference between risky and risks. Think about it … if your sponsor asks you “how risky is this project?”, they sure as anything won’t want you to respond by giving them a list of the risks or a copy of your risk register. In other words, the risk in the project is not simply the sum of all the risks added together. If you want to understand what it is and have a better sense of how to manage it, you’re welcome to read the notes I took during David’s presentation and to review his slides.
