Back in 2017 I first wrote about culture and the pressure cooker analogy for driving team performance. That is, apply plenty of heat to the pot (which is your team) and keep the lid firmly shut to increase pressure resulting in the team pushing harder to reach their goals. As a safety mechanism, all pressure
Do you arrange trysts with the People and Culture (P&C) team? A tryst being a secret meeting between lovers 🙂 Or are your meetings with the P&C team specifically intended to discuss enterprise risks that they are responsible for, such as the ongoing challenge of attracting and retaining talent? Maybe it’s even worse? Maybe your
Pretty soon I am publishing a book of my blogs of the last three years (click here to secure an invitation to the book launch) and one of my team (my wife Jacquie) pointed out that out of all the blogs, only one  of them focuses on risk assessment. A bit bizarre when you think
I have written multiple times about risk frameworks, such as Great Frameworks: Another Bigger is not Better while always talking about embedding risk into business-as-usual or BAU. One thing I have not focused on that was highlighted for me this past week is the presentation of the framework. I’m originally an engineer. I guess that
That’s what I do as I present the risk appetite methodology agreed with management to the board. It’s always one of those moments. It lands and they love it or… The more I’ve pondered, the more I’ve come to realise that the organisation’s maturity level, along with the board’s extensive experience in risk management and