shaking up the status quo

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  1. 1. Page 1
  2. 2. Page 2 Sean Murphy CEO & President, Lootok Sean is CEO & President of Lootok, an operational risk management consulting firm based in New York. Founded in 2006, Lootok brings a fresh perspective to managing organizational resiliency initiatives including business continuity and crisis management. Chris de Wolfe Director of Corporate Risk, Mars Incorporated Chris is Director of Risk Management at Mars Incorporated. In providing operational risk management direction and leadership to all Mars units worldwide, Chris oversees property loss control, safety audits and liability exposure analyses, international insurance, and business continuity planning activities worldwide.
  3. 3. Page 3 Assemble examples of innovative practices that address your organizational challenges in risk management. Discover how to create experiences that demonstrate the strategic value of risk management. Adopt strategies to increase buy-in and implementation from various levels of your organization.
  4. 4. Page 4 Oh, the plight of todays risk managers. Often viewed as little more than buyers of insurance, they have struggled to deliver value and needed oversight to business operations in a way that would improve results and maybe even earn them some desired attention from upper management.
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  6. 6. Page 6 Asset Conservation Prevent loss Before Business Continuity Manage & respond During Corporate Risk Recuperate losses After
  7. 7. Page 7 Make it real Build a brand Design information for usability Think global, act local Break it up into pieces 1 2 3 4 5
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  9. 9. Page 9 Demand Model Unaware Draftee Enlisted Loyalist Evangelist Barriers Lack of awareness Lack of interest Lack of time Lack of perceived value Lack of support Drivers Interest Incentive Desire for success Consequence Desire to belong
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  14. 14. Page 14 10% of what we read 20% of what we hear 30% of what we see 50% of what we hear and see 70% of what we say and write 90% of what we do or interact with 10% of what we read 20% of what we hear 30% of what we see 50% of what we hear and see 70% of what we say and write 90% of what we do or interact with
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  26. 26. Page 26 Expansion Reliance on critic businesses partners means their risk is ours extend BCM beyond our walls Finishing Complete plans for office functions and manufacturing sites Structural integrity Ensure program value and integrity Build awareness and introduce corporate quality standards for office Business Recovery plans ISO Standard Be an industry example by achieving ISO 22301 alignment Foundation building A strong foundation is the key success of any program lay the groundwork and formally establish the program within the organization
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  31. 31. Page 31 KEEP THIS SLIDE FOR EVALUATION INFORMATION/MOBILE APP ETC. Please complete the session survey on the RIMS14 mobile application.
  32. 32. Page 32 Presenter Tips #2 Delete this slide after use Desired Dimension Desired Outcome for Attendee Suggested Teaching/Learning Strategies Foundational knowledge Understanding / remembering Presentation, lecture, question-and-answer, large and small group discussion, teaching others, game Application and problem solving Critical and practical thinking, creativity, managing projects, performance skills Hands-on procedure, live or video demonstration, simulation, case study, role-play, question-and-answer, theory and model building, critical review, Integration Connecting ideas, disciplines, people, realms What if compare and contrast, concept mapping, cross-disciplinary teams, cross-disciplinary cases, theory and model-building, examples within and across contexts Human Leadership, ethics, teamwork; implications for social, cultural, political, environmental Case study, group project, debate Aspiration Desire to succeed, developing a keen interest, making a commitment Role modeling, debate Adapted from Source: Teacher & Educational Development, University of New Mexico School of Medicine, 2005