Tag: management

The Cartographer’s Lantern

In a valley often swallowed by fog, the village of Bellmere chose a new warden each year to keep its people safe from flood, fire, and storm. One autumn, a clever merchant arrived with a polished brass lantern. “This lantern,” he announced, “measures the village’s readiness. Hold it near your granaries, bridges, wells, and watchtowers.… Read More

The road ahead for the Sydney Swans

A comparison which treats Ms Ley’s quoted line “accountability must be extended to anyone who was aware of what was happening and had the power to act” as given and compares it against the well-documented legal/coronial “ought to have known” standard. Read More

Alignment of the Universal Framework with the American Productivity & Quality Center’s Process Classification Framework®

Understand whether your organisation is capable, not just compliant Read More

Unveiling a range of Gigs to meet your needs

We are pleased to launch a range of solutions which aim to meet various resilience needs by asking the right questions Read More

The move from traditional Business Continuity Planning to Operational Resilience is real and growing

How strong is the move from traditional Business Continuity and RTOs to a focus on Operational Resilience and Impact Tolerance? Read More

Business Continuity Review Document Checklist for Clients

Selecting the right paperwork to achieve an appropriate capability assessment review. Read More

A necessary and sufficient BCM/resilience “evidence set”

When commissioned to review a client’s continuity and resilience capabilities I am nearly always asked – “What documentation do you need to review?” You can reflect on my response below: “Minimum Viable” set to request client to consider BCM minimum evidence set: policy & framework, risk register with BCM risks and latest assessment, approved BIAs,… Read More

Necessary and Sufficient Evidence (Consolidated Framework)

For each domain, “necessary and sufficient” evidence means: the minimum concrete artefacts and observations that prove the criterion is in place (E1), enabled (E2), and working in practice (E3). Below is a concise, practical set of examples. 1. Context, Scope, Stakeholders & Strategy 2. Leadership, Governance, Culture & Accountability 3. Integrated Risk & Opportunity Management… Read More

Operational Resilience and Continuity – without the drama

Our consulting offer for vulnerable times. The gap most mid-sized firms face Most firms have bits and pieces of business continuity, risk, and IT/DR work, but too often: Plans are outdated or don’t match how operations actually run today. • Operations, IT, risk, and suppliers each see their own slice – no one owns the… Read More

We could … but should we?

In contexts characterized by uncertainty, I am not convinced that AI provides sound solutions. Equally, I’m pretty sure that those dusty plans on your shelf (or in your cupboard) won’t measure up either. A reflection in the International Crisis Management Standard notes that “crises through a combination of their novelty, inherent uncertainty and potential scale… Read More

How do you “see“ your organization?

Each lens is useful for different purposes. Our clients find the “systems and processes” lens particularly useful when checking for “bloat” or “waste”. This is worth doing occasionally as organizations can become misshaped or bigger than they need to be. The two most useful approaches which our clients use to address this need are: