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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 courts a BC software: We were smitten, and it scared us (Part III)

The Brit seemed like our perfect partner, and we feared it too good to be true—technical sophistication, strong reporting/metrics, and flexibility? Our self-defense mechanism kicked in, and we couldn’t help but try to dig up some dirt. So, we asked others, “Hey, what’s the Brit really like?”

But despite our best efforts, all we could scrape up were rave reviews from their existing clients. By all accounts, the Brit seemed reliable, stable, and drama-free.

Though it may seem shallow to admit, we also wanted to date someone with a pleasing, modern aesthetic—and the Brit was recognized globally for its good-looking user interface. Having seen so many clunky platforms, we bonded in our mutual love for user-centered design. We spent many a weekend waxing poetic about the need for “simple, unobtrusive, intuitive planning.”

No doubt our attraction had been instant.

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Lootok courts a BC software: It’s a Match! (Part II)

We’d been hurt before

Its a match

Years ago, we were seduced by software that promised to solve all of our problems. Maybe it was our fault for being too naïve. The software only ended up being way too complicated, and left us feeling so overwhelmed and abandoned that there was no choice but to eventually break up. The whole experience burned us so bad that we swore never to enter into the software market again.

Maybe we’d just been in the BCM scene too long, but we didn’t want anything flashy or something just “good enough.” Perhaps our standards were high, but we vowed to ourselves not to make the same mistake again.

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Lootok courts a BC software: We were struggling (Part I)

For a long while, Lootok was happy being alone—we were a start up in New York City that was shaking up the industry. We were doing things that many thought were eccentric, even radical, but we beat the odds, changed perceptions, and emerged as an innovative force in the industry.

Throughout our 10-year existence, we remained single. A number of times, we were approached by other vendors, but we were wary of making any partnerships. Deep down, we feared doing so might compromise all the hard work and strides we had accomplished

NYC city skyline

 

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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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Debunking myth #5: Best-in-class BCM software exists

Will BCM software deliver on its promise of making your BCM program easier to run? Is it really possible for BCM software to eliminate the difficulties in running your program?

Yes, it can—but there’s a catch. It won’t address challenges that are unique to your program. Essentially, your problems need to be shared by every other customer of the software.

Download Best-in-class BCM software exists, the fifth myth in Lootok’s series on the five myths of business continuity management (BCM)!

Best-in-class BCM software exists
Myth #5: Best-in-class BCM software exists

See 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.

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Fight the BCM shopping addiction

Here’s something most of us can relate to – the desire to comfort ourselves with something shiny and new after the infliction of an injury. In this, corporations are just like the rest of us. When a company finds itself bruised after a continuity incident, business continuity shopping therapy begins. Eager to assure ourselves we won’t get caught unprepared again, we turn to the marketplace to build our arsenal.

shopping
Shopping therapy

 

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