Step one is only step one

Jason Helps’ responses to the enquiry into quarantine management (Victoria) included the reflection on structure below. The structure to which Helps refers is depicted in the diagram below. It relies on the assumption that an incident management system (which evolved from the context of fighting fires in the USA in the 1980s and since then… Read More

Learning from “Learnings”

Language is important – and plain, everyday language is worth spending the time to think about – and the time to find. The term “learnings” fails one of my key filter tests – “sure you could (use it), but why would you want to“? An important principle of risk communication is to Keep it Short… Read More

Debriefing – Phase 1 DISCOVER

Debriefing – Phase 1 of DISCOVER: When recording your reflections think about your six top ideas (three “what went well” ideas and three “what went badly” ideas) in the context of how the organisation works (in terms of structure and function) – and of how well you SCANNED – ASSESSED – PLANNED – and REFINED,… Read More

Protected: Phase 1 DISCOVER – Record Reflections

There is no excerpt because this is a protected post.

Don’t Think – Do!

Do you think the importance of thinking is rated too highly? The story of IBM’s use of “THINK” as a corporate calling card dates back to the story of Thomas J. Watson in 1911 interrupting an uninspiring sales meeting, saying “The trouble with every one of us is that we don’t think enough. We don’t… Read More

Enhance your business continuity capabilities

I have been asked to share one of our generic developmental approaches for your reflection and consideration. As is usually the case, we envisage a collaborative approach. We are enthusiastic to develop the process and outcomes to ensure it meets your needs. Key aspects of the approach are: • Overview – asking the right questions,… Read More

How is your business going?

Some businesses are “going gangbusters” in the COVID era. Their niche products or services are able to be delivered and they are in high demand. Other businesses are more vulnerable – either because of the nature of their products and services or because of disruptions to the availability of resources those products and services rely… Read More

AgileBCP launches

In 1998 while promoting the Australian approach to emergency risk management I used the above quote from Mazzini. It was an opportunity to reset our approach – to move from a focus on hazards to a focus on vulnerability. Similarly, today I share an exciting step we had on 1 June as our AgileBCP software… Read More

AgileBCP launches (softly)

Agile Business Continuity Planning

Now that we’re out and about again, we can share that while under lockdown, we’ve kept our eye firmly on the ball. Embracing and integrating the twelve principles from the international risk standard, we’ve developed an AgileBCP app to help businesses reboot – even to reimagine. AgileBCP – that is, agile business continuity planning puts… Read More

Send three and fourpence we are going to a dance.

Non-trivial decisions – by their very definition, are crucial. Crucial by demanding the asking of the right questions. Crucial to requiring the implementation of the right actions. Simple – day to day – decisions generally require simple approaches. As problems become more wicked and are characterised by greater uncertainty, decision-making requires clear approaches. Approaches which… Read More

Yes, but does it make coffee?

Asking the right questions is always a good start to informed decision making. This PaaS helps you do that to reimagine your business and strengthen your resilience. Read More

Time is our currency

Of value are risk-based approaches which emphasise the importance of “establishing context”. Unfortunately “context” has become a buzzword – and buzzwords become irksome and lose traction. This is unfortunate because “meaning making” or “sense-making” – again, use whichever jargon or buzzword you like – is fundamental. Critical. It is critical to both “get right” and keep refining. Read More

Beta Testing next week!

I love how people start their posts with “I’m excited to …” People who know me know that I am fairly “unexcitable” – but trust me, I am excited. Let me share where we are up to. This week, our Partnership Board meeting approved moving our upcoming Software as a Service (SaaS) to Beta testing… Read More

Software as a Service Startup – naming competition

Coming out of a board meeting yesterday afternoon I’m excited to share news of a new joint venture startup and invite you to enter our “naming competition” for a case of wine delivered to your door. To help fire up your synapses, some key aspects of the Business Continuity, Risk Management, and Innovative Improvement context:… Read More

What might coming out the other side look like?

Beyond the jargon of “petri dish and pivot” there are opportunities in ‘the risk’. Wherever we start from, I think it is useful to – stealing a Steve Covey line of “end in mind” – be clear about our preferred Outcomes and necessary and sufficient Outputs. The models and frameworks sketched out below use a… Read More

Coronavirus advice …

I’m taking the liberty of reposting what I think is a useful set of considerations – from an expert – that go beyond just washing your hands. “American pathologist James Robb was one of the first molecular virologists to study coronaviruses in the 1970s. He sent this email to family and friends about how he’s… Read More

Disaster management capability

I’ve had several interesting “pandemic preparedness” projects this last few weeks. A few in “crisis mode” but the most interesting has been facilitating a quick snapshot review of how well a particularly vulnerable hospital was prepared for a “surge” – especially coronavirus. To give an independent view we used a straightforward gap assessment approach. The… Read More

Code Red – Catastrophe, Confusion and Confidence

Good morning – or is it? Today, we wake up in Bendigo to a “code red” and what may well be a confusion of advice. Warnings exist – and are issued – with only one purpose. With only one performance required of them. To elicit appropriate protective behaviour. I have looked at the advice and… Read More

Move over “resilience”

Move over “resilience” – make room in the disaster management lexicon for “uninsurable enclaves”. It has been recognised for nearly five decades that disaster risk is a function of hazard and vulnerability. Our efforts have focused on supporting those at risk to be more resilient – more prepared. This focus – I suggest – has… Read More