Shaking Up the Status Quo: Innovations in Risk Management
Chris de Wolf (Mars) and I got back together in April at the RIMS’16 conference for an overwhelmingly well-received session where we talked about transforming the risk function from a program to a business.
“Shaking up the Status Quo - Innovations in Risk Management” gave us the opportunity to tell the story of how we reinvented risk management - business continuity. Long story short: We were looking for a better way.
“I have come to the frightening conclusion that I am the decisive element. It is my personal approach that creates the climate. It is my daily mood that makes the weather. I possess tremendous power to make life miserable or joyous. I can be a tool of torture or an instrument of inspiration, I can humiliate or humor, hurt or heal. In all situations, it is my response that decides whether a crisis is escalated or de-escalated, and a person is humanized or de-humanized. If we treat people as they are, we make them worse. If we treat people as they ought to be, we help them become what they are capable of becoming.” - Johann Wolfgang von Goethe
Lootok began at the end of my corporate consulting career ten years ago. The company I worked for was facing yet another management regime change, and I was at a point where I just could not take it and its inevitable political alliances, new taglines and mantras, unrealistic goals, and working 70 hours a week without recognition. We had a saying around the office: “The beatings shall continue until moral increases.” I finally called bull$%*& and starting saying and doing what I thought was right. It was my Jerry Maguire moment, and I was soon shown the door.
Part V | Perception: we can control everything vs. Reality: we can only influence
We Can Control Everything
We Can Only Influence
We tend to believe the more control we have over something, the better. And why wouldn’t we? Control gives us predictability. It’s efficient. It stabilizes. It makes our lives easier and heck of a lot less stressful.
Part III | Perception: it’s a paint-by-numbers vs. Reality: you paint it like pollock
It’s a paint-by-numbers
You paint it like Pollock
Before we do anything in our risk management planning, we need to make sure we understand the environments we work in. Everything we do should accommodate the attributes and characteristics of our environments.
Part I | Perception: people will believe vs. reality: people just don’t care
People will believe
People just don’t care
While there will be dozens of components to consider as we begin our risk management plan, the most vital is the people behind it. It can also be the most frustrating—people may not exactly be falling over themselves to volunteer for the team. Most people would agree that risk management is important, but there tends to be a lack of enthusiasm when it comes to building and implementation.