Risk Management Ideas

Risk has as one of its essential elements TRUST as a foundation. Trust on the other hand has many other factors that interplay and interact on it. Markets are created when there are needs that are not immediately met from you local environment and therefore scarcity exists.  Market participants step in to fill this 'needs' … Continue reading Risk Management Ideas

The Morass of Mediocrity

We link today’s article to one of our main themes on our home page, namely the ‘Battle against the Status Quo’, or as per the title of this posting, ‘The Morass of Mediocrity’.   The underlying intent and theme is that of competition and competitive behaviours and the difference between rules based and principles based … Continue reading The Morass of Mediocrity

The Cost of a ‘Licence to Operate’

Reputation Risk and damage mitigation must be some of the watch words and the top priorities at BP at the moment. So how are they faring in the management this agenda item? What ‘price’ or cost must we attach to a ‘licence to operate’? It is interesting to observe behaviours of Chief Executives under the … Continue reading The Cost of a ‘Licence to Operate’

Sustainability I

The focus on sustainability and sustainable practices is a self defeating objective.  Sustainability means that business leaders take their eye off the equity holder’s value creation ideal, as it flies in the face of self-interest as promoted by Adam Smith some 234 years ago (The Wealth of Nations , 1776). Self-interest and the pursuit therefore is being … Continue reading Sustainability I

Does Law inform or enforce culture?

If ‘the Law’ is the codification of cultural norms and practices, does the Law then not inform culture? Policy, social malice and engineering of social outcomes bend these laws into legislative blunt instruments designed to enforce cultural behavioural changes on a grand scale, trouncing the common law of good judgment, neighbourly relations and common sense … Continue reading Does Law inform or enforce culture?

End to End or Integrated systems and thinking processes

Silos. We hear this management buzz word quite often touted in office settings, and conferences in the media, etc. We argue today that silos are cultural norms.  They are national cultural models possibly endemic of certain national cultures.  We certainly have no empirical evidence for this, so this is pure opinion and conjecture on the … Continue reading End to End or Integrated systems and thinking processes

The Value of the Synthesist (as opposed to the Analyst)

We had some very rewarding conversations recently with business partners and peers regarding the Value of Synthesis versus Analysis. Synthesis we believe to be a ‘higher level’ skill and experience set than traditional analysis.  Synthesis requires a natural ‘incubation period’.  Very few people are natural ‘synthesists’.  You grow and mature into a ‘natural Synthisist’. Analysts … Continue reading The Value of the Synthesist (as opposed to the Analyst)

The Trouble with Innovation – Part 5

As CeBIT 2010 ended this series of articles will move forward from the baseline discussed do far. In the last article Part 4 we alluded to Risk and the positive Risk Management strategy of Value Based Principles.  In order to conclude the next two steps into Value Creation Chain, we need to focus on ‘Value Management’ and … Continue reading The Trouble with Innovation – Part 5

The trouble with Innovation – Part 4

Risk!  This will be the main theme of this part of the series we are investigating.  As highlighted in part 3 Risk Management and Sustainability are key factors to consider in unleashing Innovation and creativity in the organisation’s life cycle.   However, in the word life-cycle we already have a clue as to the inevitability … Continue reading The trouble with Innovation – Part 4