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Going “beyond bullet points” to tell stories

You might say the business world has lost the art of story-telling. We communicate in many ways – presentations, negotiations, discussions, reports – but stories, the foundation for human communication, are seldom used, reserved for off-hours entertainment in the form of movies, books and dialogue with friends and family. Author and speaker Cliff Atkinson has brought a revelation to the business world with his best selling book and methodology, Beyond Bullet Points, which urges us to bring the art of storytelling back into that driest of communication forms, the PowerPoint presentation.

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Beyond bullet point by Cliff Atkinson

 

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Tepco’s situation shows need for public involvement in business continuity

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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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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What relationship do employees have with risk management, if any?

As risk managers and business continuity management (BCM) practitioners, we obviously see and understand the importance of the programs we help facilitate. But what about employees who are otherwise outside of the BCM/risk management realm? Realistically, how do these employees view the initiatives we help implement?

We posed the question to a group of BCM and risk management professionals on LinkedIn. Here are a few of their responses.

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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.

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Shopping therapy

 

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Can risk management ever be a revenue generating activity?

It seems like selling risk management projects internally can be like pulling teeth. So what would it take for people to be willing to pay for risk management initiatives? We posed the question to a group of risk management professionals on LinkedIn in preparation for our upcoming Building a BCM Brand webinar. Here’s some of what they had to say.

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Dodd Frank: the business continuity management solution

The Dodd-Frank Act requires corporate in-house compliance to implement a dramatically heightened level of transparency, self-awareness, and well designed resolution plans should the worst occur. Uncertainty is a familiar component for risk-related disciplines, unlike for most accounting or legal departments. Corporations suffering from the palpable uncertainty currently surrounding Dodd-Frank can best counter it with a flexible, customized business continuity management (BCM) approach – one that prepares the client for how best to navigate shifting compliance concentrations without sacrificing quality.

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