Wow. I know not everyone is embracing risk management and gaining the value it should deliver. However, it was a bit of a shock recently to have two different conversations with CEO’s people had introduced me to, to help them find and drink from the risk management trough because they simply did not get the
In case you missed seeing this recent article of mine, as guest writer for Naveen Agarwal, where I encourage QA/RA functions to lean into driving innovation and revenue growth for their organisations, and not simply focus on compliance. Enjoy! According to some close observers of the medical device industry, Quality/Regulatory functions have become increasingly focused
I prepare for and run a lot of enterprise risk workshops for executives and boards. As you can imagine, there can be a lot going on in a team of execs or board members that can affect how the workshop will play out. It’s impossible to know them all. That means a facilitator always carries
When I am preparing an executive team or board for an enterprise risk workshop, I say to them, there are three types of enterprise risks. Individual risks. A risk within a division or business unit that is of such significance that it deserves the attention of the executive and board. Enterprise systemic risks. That is,
I have seen many, many corporate policies and frameworks in my time. The one great tendency of the authors of policies and frameworks is to put way too much information into them and not focus enough on their main purpose – influencing decisions of staff. Nobel Prize winner Herbert A. Simon authored Administrative Behaviour first published