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The future of resiliency is not resiliency

Zona Walton [ADP - Global Business Resiliency] and I spoke at a private conference last month. The title of our session was The Future of Resiliency. We explored the idea that the future of resiliency isn’t resiliency; that is, it will be something else.

Lootok future of resiliency
The future of resiliency is not resiliency.

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Lootok presented at Continuity Insights 2016

Last week, Lootok presented with Matt Jarm from Mars Inc. about supply chain resiliency at the New York Continuity Insights Conference.

In our session, we covered the critical aspects of rolling out and maintaining a global supply chain operational risk – business continuity program.  Supply chain leaders are naturally gifted at managing risk, as it is part of their daily lives. But, supply chains are naturally dynamic (i.e., disruptive), which makes many of our traditional operational risk – business continuity techniques ineffective. Supply chain leaders need risk management techniques and tools to help them make decisions, solve problems, and communicate in complex environments.

Learning objectives covered:

  • Common pitfalls (i.e. too fast, too big) of risk and resiliency supply chain rollouts.
  • The necessary methodologies, tools, and roadmaps to be successful in today’s complex, nonlinear, supply-chain environments.

Download full presentation

Supply Chain Resilincy Lootok Continuity Insights 2016
Download full presentation

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Lootok presents at the Enterprise Risk Management Summit

Join me at the Enterprise Risk Management Summit in Las Vegas on November 2, 2016!

I will be speaking with Andrew Miller from ADP about linking reputation management, business continuity and crisis planning to strengthen risk resilience.

Where: Rio All-Suite Hotel & Casino in Las Vegas
When: November 2, 2016, 9:00am
What: Linking reputation management, business continuity and crisis planning to strengthen risk resilience

ERM conference 2016
We look forward to seeing you in Las Vegas!

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Lootok’s 8Rs™ of Resiliency: easy and effective model to communicate, employ, and remember

When working with the masses [end-users; not experts in risk management, business continuity, crisis management], I find it beneficial to present clear, concise, and concrete packaged solutions. People need guidance and structure to help them think through problems and build effective plans. This is one of the reasons Lootok created the 8Rs™ of Resiliency. The goal the 8Rs is to reduce uncertainty, simplify complexity, structure thinking and dialogue, build common ground, and establish preparatory activities. The 8Rs facilitates planning with a plan as the end deliverable (i.e., plans are the byproduct of planning). The 8Rs are designed to provide people with a set of options they can employ to continue operations under various threats and timelines. The 8Rs™ of Resiliency comprises of the following:

  1. Relocate - physical moving assets (e.g., people, technology, equipment) to another location
  2. Reassign – transferring processes (i.e., work) to another location
  3. Repair / Replace – capabilities in place to fix the problem at time of event
  4. Reinforce – fortify, strengthen, assets to tolerate greater impacts and occurrences
  5. Replicate – simultaneous production (i.e., processes, technology, work) at two locations [duplication]; active-active
  6. Redundancy - extra capacity and inventory
  7. Risk Transfer – shift risk to other entities through insurance, contracts, and risk pooling
  8. Relinquish – do nothing [e.g., too cost prohibitive]; risk acceptance strategy
Lootok's 8Rs™
Lootok’s 8Rs™

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Lessons learned from Mayo Clinic - risk management is the organization’s immune system

Since starting Lootok, once a year I go to Rochester, Minnesota, my home State, to take my annual executive physical at the Mayo Clinic. It gives me a good reason to get back to Minnesota to visit family and friends, while maximizing my medical checkups. In just two days, more than fifteen doctors evaluate me. Risk management shares many similarities with the medical field, and it’s where you find the best analogies and metaphors. I wanted to share few of the insights I have gleaned over my time at Mayo.

Risk management is analogous to the immune system. It is not a thing or part. It is a system that co-exists within other systems that must properly function with a larger system called the organization | organism. You cannot just fix the immune system, buy it, or expect miraculous resiliency overnight. The immune system must be earned, strengthened and maintained every day. You need healthy habits, positive attitude and healthy living and work environments, proper planning and long-term vision and dedication, so forth. Risk management works the same way. Risk management also has the same challenges as our immune system: we don’t think much about it until something goes wrong.

Immune system
Immune system

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Understanding the risk environment: Sean Murphy discusses nonlinear environment with Gary Klein

I had the pleasure to interview Gary Klein the author of “Seeing What Others Don’t,” “Streetlights and Shadows,” “Working Minds,” and “Sources of Power.” His research and experience is invaluable to anyone in the field of risk management. In this interview, Gary talks about the difference between a well-ordered domain (i.e., normal business environment) and complex domain (i.e., crisis environment). Understanding the characteristics and attributes of each environment is critical to understanding what tools, processes, and capabilities needed to be successful in each environment.

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Debunking myth #2: You need a business impact analysis (BIA)

Many of us business continuity management (BCM) professionals are convinced that a business impact analysis (BIA) is a “must-have” for any company. On top of that, we often believe the more information we gather, the better. But after the enormous effort to collect mountains of data and conduct endless interviews, we end up with little value to show for it.

Doing a BIA is expected of us, but do companies actually need a BIA? I guarantee that conducting an extensive BIA project is a quick way to exhaust your resources, stall your program agenda, and taint the reputation of your program. But if you’re willing to question why you’re doing a BIA, and then facilitate the process in a practical way for participants, you can maximize your investment. This eBook explores how to do this, and why it matters.

Download You need a business impact analysis (BIA), the second myth in Lootok’s series on the five myths of business continuity management (BCM)!

You need a business impact analysis (BIA)
Myth #2: You need a business impact analysis (BIA)

See Myth #1: The plan is the promised land.
See Myth #3: The risk matrix measures risk.
See Myth #4: It gets cheaper and easier.
See Myth #5: Best-in-class BCM software exists.

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Debunking myth #1: The plan is the promised land

As BCM professionals, we’ve long believed in the myth that a plan is our key to recovery during a disruption. Often, we hyper-focus on the plan as undeniable proof that the right actions will be taken in an incident. This is the worst possible approach. Learn why in our eBook, The plan is the promised land, the first in Lootok’s series on the five myths of business continuity management (BCM)!

The plan is the promised land
Myth #1: The plan is the promised land

See Myth #2: You need a business impact analysis (BIA).
See Myth #3: The risk matrix measures risk.
See Myth #4: It gets cheaper and easier.
See Myth #5: Best-in-class BCM software exists.

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Why don’t plans work?

Sean Murphy discusses the limitations of plans with renowned author and research psychologist Gary Klein.

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What does ISO 22301 look for in a business continuity plan?

An ISO-aligned business continuity plan includes business continuity procedures for managing a disruption and continuing operations, based on recovery objectives identified in its business impact analysis.

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Why spend time on business continuity? What you get out of planning for failure

In today’s business world, we are all faced with multiple responsibilities. It is easy to let things like business continuity, disaster planning, and crisis management fall to the bottom of the list, especially when there have been no recent crises to remind us of their importance. But planning for failure can contribute to your company’s success. Both in the event of an incident and in improving your current workflow, obstacles to continuity often turn out to be obstacles to success.

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What a crisis requires, beyond a barebones plan

The fact that Tokyo found the nuclear reactors in a worse state than previously announced underscores the need for honest, factual information for public consumption, and the importance of media in delivering this communication. The age where authorities view the public as a panicky wildcard that needs to be soothed, rather than as an equal partner in mitigating and recovering from a disaster, must come to an end – especially in a world where, thanks to the internet and information networks, information is disseminated to a wider audience at a faster rate than history has ever experienced before.

Was the community immediately surrounding Tepco’s reactor integrated in mitigation efforts prior to the incident? Subsequent actions and the announcement of possibly 30 billion dollars in claims indicate the opposite.

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