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- Free Disaster Risk Assessor App
Use our free app to map and explore how you are at risk.
We also use it as a “pre-read” lead into our business continuity workshops.
Hazards are not equally significant.
- The Power of Art
Art is a very powerful way to engage and stimulate.
An especially striking example is the cover of the New Yorker which often uses thought provoking images. Currently, the communication is about the impact of extreme events on our cities.
TITLE – The Future Is Here ARTIST – Birgit Schossow
Depicting a giant wave – in the iconic style of Katsushika Hokusai – cresting over New York City.
Business continuity planning has recently gained more importance than ever because of the global weather events such as those happening all around us. Such planning helps us to remain better positioned to recover from the business interruption, property damage, financial impact, and loss of life associated with a disaster or crisis.
The workshop will be facilitated by John Salter, an experienced expert who has been recognized since 1997 for “preventing disasters, or where that is not possible, reducing the potential for harm”.(Reference: Barrister Hugh Selby in The Inquest Handbook)
- Shut happens
The hospitality industry invests heavily on having bumper weekends. They’re the days everyone is “out and about”.
Except … when you can’t be “up and at em”.
And today was like that for many popular venues in our area.
There might be lessons for the day – there might be lessons from the day. Especially if there is an opportunity to reflect on your approach to business continuity and disruption more broadly!
Consider the approach outlined below:
Reflect on your vulnerabilities with a straightforward, widely used, and useful “heuristic”. The 4Ps.
Try the agile approach to business continuity by using our free App
- We assess risk to manage it better
Good apps help people find the best answers by asking the right questions. Hopefully our two recent releases do precisely that!
Disaster Risk Assessor
We assess #risk so we can #manage it better. #Disaster #Management is about #decisions in #uncertainty. Our recently released free apps support you do this by leveraging best practice Standards and logical processes. Hopefully they help protect the things and people you value.
Disaster Management Decision Maker
- Our free tools support GAR2022 approach
- Supply Chain Bottlenecks Classic
- When disasters hit, are plans important?
Yes, no and maybe. It depends on what you think “plans” are.
If having documentation in place which prescribes things to do – and looks a bit like the FROM column below – constitutes a “plan” – then NO.
If having arrangements in place which will support you to assess impact, make informed decisions and implement those decisions effectively – and looks a bit like the TO column below – constitutes a “plan” – then YES.
Why did I answer “NO”?
Because we rely on an agile approach to business continuity.
We live under the TO column (in the above Table).
- Mercedes’ fine compounded by loss of trust
Several costs come to mind.
First – and strategically significant – is the loss of trust. The tarnishing of image.
Trust is important when it comes to safety. When the safety risk is imposed by a faulty “safety feature”, then importance is increased exponentially.
Second, sound management is something which ought to be able to be assumed at this level in crucial decisions. Instead we see a glaring example of poor contract management – with contractors failing to use attention-capturing, high/impact language required by the Recall Notice. Indeed, call-centre staff are cited as describing the recall as merely precautionary!
The third compounder is a failure to understand risk management. Especially, risk communication. There are decades of lessons around risk communication which emphasise fundamental principles – such as respect and transparency. Principles which appear to have not informed the approach adopted by Mercedes.
The $12.5m fine may be the least of the costs
- In Decision Making, Context is King
Before identifying options / solutions, first ensure a shared understanding of your objectives.
The scope of the decision should be determined within the context of your organisational objectives.
Identify your stakeholders (both internal and external) in relation to the scope of this decision and consider their concerns, issues and expectations.
Core to the scope will be to set agreed criteria against which the options / potential solutions will be assessed.
It is important to establish agreement on which criteria are more important than others by attributing a weight to them using a scale of zero to +/- ten.
The attributed scores of each option against each of the criteria applies a scale of zero to ten.
Quantitative vs Qualitative
It is too simplistic to dismiss an approach which uses numbers. They can stimulate quantitative considerations.
‘YourOughtWe’ is a service to put customized ‘OughtWe’ apps up, on Apple and Google Stores, which meet the needs of your organisation – as specified by you in the *Service Features* displayed at OughtWe.com and YourOughtWe.com
Guidance on the process of how to develop and shape the app to reflect your context and values is available at FacilitateYourOughtWe.com
I encourage you to reflect and consider how a tailored decision making app might benefit you – both as a tool – and as a training and development process.