Tips for Navigating VUCA

Working alongside our clients and listening to many other businesses in recent weeks, it’s been great to witness their common purpose, adaptation and creativity as we all adjust for the road ahead.  Many examples of problem solving at its finest. Navigating through COVID-19 has been challenging...

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Risk and Resilience featured in the Sunday Times

The Sunday Times Business Risk Special Report 2020, backed by the IRM, CII and AIRMIC, examines developing resilience, the role of risk management, climate risk and contingency planning.  Citing widespread changes for the future as a result of COVID-19, it's a highly topical and future oriented...

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Are You Ready For ‘The Dance’?

Tomas Pueyo talked of  ‘the hammer’ needed to tackle the immediate impacts of coronavirus and ‘the dance’ as we navigate towards recovery. That dance has begun. In this weekend’s Sunday Times Business Risk Special Report we share our thoughts on how coronavirus has exposed resilience...

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Cyber Resilience: Lessons Learned or More of the Same?

“Lessons must be learned” said the UK Home Secretary in the aftermath of WannaCry.  But will those lessons focus on ‘cyber security’ or will you take a holistic approach to assess, review and validate your cyber resilience capability? The Cyber Challenge Most organisations conduct their...

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In Crisis Tempo Is King

In a previous post we explored the process associated with taking informed decisions in a crisis and hinted that in Crisis Tempo is King. In that article we raised the concept of speeding up how quickly you move through the decision making process to be sure that your decisions are both well...

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Risk Scenarios: “That Could Never Happen”

Ever been presented with opinions from colleagues, when thinking about risk scenarios for your business, that convey the sense "that could never happen"? It is certainly not an uncommon occurrence in such discussions. In many cases it is perhaps a valid view to take, particularly if the risk...

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Promoting Your Continuity Capability

Having a business continuity policy and plan is only part of the solution when it comes to developing a continuity capability. Capability is much more about people than it is about having reams of paper. You need to be sure your people have the abilities to recognise trigger events, respond...

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Crisis Team Dynamics

Passing the invocation decision for crisis and incident plans to a team may help to address the individual biases outlined in our previous blog post. However there are many issues relating to Crisis Team Dynamics that could still militate a wrong decision, from the culture of the organisation,...

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Crisis Decision Making Biases

Spare a moment of thought for those who have crisis decision making responsibilities.  Hindsight is a wonderful thing and we can all be critical of such decisions in the comfort of the office or coffee room. Crisis decision making is a pressured environment in which decisions are necessary but...

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Training and Rehearsing the Control Centre

Having a control centre in place does not guarantee that leaders will be properly supported in a crisis. That requires people in roles and teams that know what they are doing and that the strategic management have confidence in. To equip your control centre staff with the knowledge and experience...

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