Supply Chain Resilience

“No man is an island”, wrote the 16/17th century English poet John Donne and the same can be said for organisations and nations today. In the world that John Donne inhabited change of significance yet to be appreciated was on its way as nations strove to discover new oceans, lands and trade...

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Decisions, Decisions, Decisions!

We’ve been talking on our blog recently about supporting crisis decision making through information management, and attempting to speed up the OODA Loop. On the last post we highlighted the principles of managing decisions and making sure they achieve what you intended them to. This post looks...

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Crisis Decision Making – Top 5 Tips

In previous posts we examined information management and operating a fast OODA Loop. This post looks at some tools to help crisis decision-making. Here are five things to consider. 1. Key Questions: Have a system to guide your decision making that analyses the situation and allows you to use...

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Managing Information and Actions in a Crisis

In an earlier post we talked about the need to manage the process by which crisis decisions are taken and talked about the OODA Loop (read Decision Making or Analysis Paralysis).  In this post we going to present some concepts around how to speed up the OODA Loop. If you can get your decision...

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The Sum of the Parts…

Have you noticed the recent chatter about divorcing continuity and risk management?  It seems to me that this mindset is anchored in a cloudy, blinkered mentality.  At R2 we're really clear about the value of both risk management and continuity, and more importantly about how they fit together...

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Lessons from Christine, Usain and Mo…

Did you see Christine Ohuruogu win her gold medal this week?  Incredible.  It was a display of determination and a world beating performance pulled from the top drawer when it mattered most.  Usain Bolt produced his magic again and Mo Farah just completed a double double - two golds at both the...

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Decision Making or Analysis Paralysis?

A crisis brings many pressures to bear.  Leaders at all levels will be faced with choices about the 'least worst' option, with little time, inadequate resources and sparse information upon which to rely; they'll have to navigate the challenges of the crisis.  The path ahead won't be clear....

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