practice - Blog - Global Risk Community2024-03-29T12:38:39Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/practice4 Essential Elements of Effective Presentationshttps://globalriskcommunity.com/profiles/blogs/4-essential-elements-of-effective-presentations2023-03-30T08:11:41.000Z2023-03-30T08:11:41.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><span style="font-size:12pt;"><a href="{{#staticFileLink}}11009768292,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}11009768292,RESIZE_710x{{/staticFileLink}}" alt="11009768292?profile=RESIZE_710x" width="710" /></a>Good presentations are essential to <a href="https://flevy.com/browse/bundle/effective-communication-3201">effective professional communication</a> in the modern world.</span></p><p><span style="font-size:12pt;">A well-designed and executed presentation may facilitate the effective transmission of ideas and thoughts. Content that is delivered effectively helps in the accomplishment of goals and important outcomes.</span></p><p><span style="font-size:12pt;">Compiling and delivering presentations effectively is an <a href="https://flevy.com/browse/marketplace/how-to-develop-soft-skills-6693">essential soft skill</a> for most executives nowadays. This may result in several advantages for both the presenter and the audience.</span></p><p><span style="font-size:12pt;">The 4 components listed below should be included into every efficient presentation-making process.</span></p><ol><li><span style="font-size:12pt;"><strong>Plan</strong></span></li><li><span style="font-size:12pt;"><strong>Prepare</strong></span></li><li><span style="font-size:12pt;"><strong>Practice</strong></span></li><li><span style="font-size:12pt;"><strong>Present</strong></span></li></ol><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/flevypro/4-ps-of-effective-presentations-6881" target="_blank"><img class="align-center" src="{{#staticFileLink}}11009768064,RESIZE_710x{{/staticFileLink}}" alt="11009768064?profile=RESIZE_710x" width="710" /></a></span></p><p><span style="font-size:12pt;">The first 3 components, i.e. Plan, Prepare, and Practice are interconnected and overlap throughout the procedure. The 'Present' element stands alone and is only feasible after the completion of the first 3 parts.</span></p><p><span style="font-size:12pt;">The first 3 pieces may be organized either in parallel or sequential fashion. The sequential method comprises completing one job before going on to the next, and so on. A parallel method involves working on many projects simultaneously, completing what can be completed at once.</span></p><p><span style="font-size:12pt;">Both strategies are equally effective so long as they reflect the following characteristics of the creators:</span></p><ul><li><span style="font-size:12pt;">Style</span></li><li><span style="font-size:12pt;">Experience</span></li><li><span style="font-size:12pt;">Background</span></li><li><span style="font-size:12pt;">Partialities</span></li></ul><p><span style="font-size:12pt;">Let us go a bit more into the specifics of the 4 presentational aspects.</span></p><h3><span style="font-size:12pt;"><strong>Planning</strong></span></h3><p><span style="font-size:12pt;">Planning a presentation requires in-depth consideration of its essential components in advance. Planning requires consideration to the following 7 dimensions:</span></p><ol><li><span style="font-size:12pt;">Objectives</span></li><li><span style="font-size:12pt;">Audience</span></li><li><span style="font-size:12pt;">Content</span></li><li><span style="font-size:12pt;">Organization</span></li><li><span style="font-size:12pt;">Visuals</span></li><li><span style="font-size:12pt;">Setting</span></li><li><span style="font-size:12pt;">Delivery</span></li></ol><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/marketplace/world-class-planning-and-performance-management-742">Planning systematically</a> using the 7 dimensions allows for the detection of gaps in the created concepts.</span></p><p><span style="font-size:12pt;">Planning also aids in providing structure to the presentation, allowing the audience to simply follow along and stay involved.</span></p><p><span style="font-size:12pt;">Planning in advance facilitates practicing the presentation, which in turn improves confidence; a confident presenter can persuade the audience much more effectively.</span></p><h3><span style="font-size:12pt;"><strong>Preparing</strong></span></h3><p><span style="font-size:12pt;">Using an excellent slide structure is the most essential part of the Preparation phase. Well-designed slides aid in engaging the audience and reinforcing crucial points.</span></p><p><span style="font-size:12pt;">The Consulting Presentation Framework, a slide framework used by every top-tier management consulting company and also utilized by FlevyPro, employs a layout in which each slide consists of 3 major elements:</span></p><ul><li><span style="font-size:12pt;">Headline</span></li><li><span style="font-size:12pt;">Body</span></li><li><span style="font-size:12pt;">Bumper</span></li></ul><h3><span style="font-size:12pt;"><strong>Practicing</strong></span></h3><p><span style="font-size:12pt;">Even if a presentation has previously been given elsewhere, it is still a good idea to practice it. Changes in environment and audience, as well as the passage of time between presentations, raises fresh difficulties.</span></p><p><span style="font-size:12pt;">Moreover, 2 facets of practice must be addressed:</span></p><p><span style="font-size:12pt;">Rehearse—this is the act of practicing what you want to accomplish.</span></p><p><span style="font-size:12pt;">Prehearse—this refers to preparation and practicing for potential tasks.</span></p><h3><span style="font-size:12pt;"><strong>Presenting</strong></span></h3><p><span style="font-size:12pt;">Successful presentations need not just quality material and a well-designed slide deck, but also a good way of conveying them. Everything about how a message is conveyed may impact how the audience perceives it, including body language, voice tone, tempo, and the usage of graphics.</span></p><p><span style="font-size:12pt;">Interested in learning more about 4 Ps of Effective Presentations? You can download <a href="https://flevy.com/browse/flevypro/4-ps-of-effective-presentations-6881">an editable PowerPoint presentation on <strong>4 Ps of Effective Presentations</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</span></p><h3><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></h3><p><span style="font-size:12pt;">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</span></p><p><span style="font-size:12pt;">For even more best practices available on Flevy, have a look at our top 100 lists:</span></p><ul><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks</a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation</a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation</a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence</a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change</a></span></li></ul></div>Increased Controls without Risk Assessments Negatively Impacts Revenuehttps://globalriskcommunity.com/profiles/blogs/increased-controls-without-risk-assessments-negatively-impacts2015-10-14T18:26:38.000Z2015-10-14T18:26:38.000ZSteven Minskyhttps://globalriskcommunity.com/members/StevenMinsky<div><p>While data breaches have dominated the news cycle, <em>The Wall Street Journal’s </em>“Risk and Compliance Journal,” reports that <a href="http://blogs.wsj.com/riskandcompliance/2015/09/17/the-morning-risk-report-merchant-fraud-numbers-paint-problematic-picture-newsletter-draft/">fraud is actually much more common</a>, even if it generates fewer headlines.</p><p><a href="http://www.logicmanager.com/wp-content/uploads/2014/01/6-28-2012.png" target="_blank"><img src="http://www.logicmanager.com/wp-content/uploads/2014/01/6-28-2012.png?width=300" width="300" class="align-right" alt="6-28-2012.png?width=300" /></a>In the fiscal year ending March 31<span>st</span>, 2015, instances of retail fraud averaged a <em>94% increase </em>from the prior year when calculated by average loss of revenues. Industry reaction to this news has been relatively predictable: as many companies have decided to devote a higher percentage of their budget to preventing fraud. However, the cost of blindly applying <a href="http://www.logicmanager.com/erm-software/product/mitigate/">risk mitigation activities</a> has resulted in an unacceptable 1.32% reduction in total revenue. Indiscriminately applied screening and cookie cutter control implementations means more red flags, and more red flags means more time and resources expended evaluating potential problems.</p><p>The inability for organizations to manage the risk-reward trade-off related to their fraud detection and prevention strategies has resulted in inefficient mitigation activities, more false alarms, unnecessarily harassed customers, and ultimately has translated into less revenue.</p><p></p><p><span class="font-size-3"><strong>Why Best Practice Risk Assessments are Needed</strong></span></p><p>To both prevent fraud <em>and </em>maintain high efficiency levels, organizations need to adopt a best practice risk assessments and frameworks to first identify and assess the risks they face on a daily basis. By prioritizing controls with <a href="http://www.logicmanager.com/erm-software/knowledge-center/best-practice-articles/risk-assessment-templates/">more effective risk assessments</a>, red flags that are in actuality benign won’t waste time and money.</p><p>So why have these bad-for-business, knee-jerk relations been implemented? Visibility is the answer. <a href="http://www.logicmanager.com/erm-software/2015/06/08/data-breach-erm-help/">Data breaches are very often news-worthy</a> because of their potentially major implications and headline value, they’re the classic high impact, low likelihood risk. Fraud, in contrast, occurs incrementally and has a cumulative effect, meaning there is usually no single, cataclysmic event that captures everyone’s attention, but the results can be equally devastating to the business.</p><p>The conclusion? Fraud, even though it doesn’t necessarily culminate in a <em>bang </em>like a big data breach can, poses just as much of an organizational threat. The numbers show that attempting to mitigate cybersecurity and fraud without first adopting and conducting <a href="http://www.logicmanager.com/erm-software/knowledge-center/best-practice-articles/risk-assessment-templates/">best practice risk assessments</a>, will lead to increased inefficiency. The first step to minimizing fraud is using a <a href="http://www.logicmanager.com/erm-software/knowledge-center/best-practice-articles/risk-identification/">root-cause risk library</a> to prioritize and escalate concerns across business silos.</p><p> </p><p><em>To learn more about identifying specific risks and aggregating information at the strategic level with best practice risk assessments, download our popular eBook, “<a href="http://www.logicmanager.com/ebook-5-steps-for-better-risk-assessments/">5 Steps for Better Risk Assessments</a>.”</em></p><p></p></div>How ERM Integration Creates Efficiencieshttps://globalriskcommunity.com/profiles/blogs/how-erm-integration-creates-efficiencies2014-04-30T19:00:00.000Z2014-04-30T19:00:00.000ZSteven Minskyhttps://globalriskcommunity.com/members/StevenMinsky<div><p><a href="{{#staticFileLink}}8028228089,original{{/staticFileLink}}"><img width="350" src="{{#staticFileLink}}8028228089,original{{/staticFileLink}}" class="align-right" alt="8028228089?profile=original" /></a>Lack of transparency makes risk, performance and compliance information hard to discover, collect and maintain. Within every organization, governance areas are conducting activities, each based on different assumptions with different standards, all of which contain a risk component.</p><p>While these are typically not thought of as risk activities, when the responsibilities of each governance area are compared to a risk based process – identifying & assessing, mitigating, and monitoring – you find that the activities within vendor management, business continuity, financial reporting compliance, etc. are actually exercises in risk management.</p><p>An example of risk intelligence that collected in these silos are the Business Impact Assessments (BIAs) and Vendor Assessments conducted by the <span style="text-decoration:underline;"><a href="http://www.logicmanager.com/grc-software/business-continuity-planning/" target="_blank">Business Continuity</a></span> and <span style="text-decoration:underline;"><a href="http://www.logicmanager.com/grc-software/vendor-management/" target="_blank">Vendor Management</a></span> departments within your organization.</p><p>These activities often necessitate overlap, especially when BCP/DR is tasked with identifying the key vendors that must be utilized in a disaster recovery scenario. Both groups might take on the exercise in identifying vendor relationships to core business processes, with a vastly different set of assumptions, without ever leveraging the expertise of the other business area.</p><p>When risk activities (like Business Impact Assessments and vendor due diligence) are carried out on the same standards and assumptions and thought of as a <span style="text-decoration:underline;"><a href="http://www.logicmanager.com/erm-software/product/risk-based-process/" target="_blank">common framework</a></span>, they can be compared and utilized cross-functionally. Business Continuity Managers and Vendor Management will have a common language to use when identifying critical vendors to the disaster recovery process. Since these activities are already taking place anyway, no new work is added, the standardization in language has allowed both groups to be more efficient and utilize the expertise and insight of the other business silo.</p><p>Few organizations operate in this manner because functions track their data in their own spreadsheets with standards they’ve developed for their specific business silo. Knowing which vendors are considered critical by business continuity makes vendor managers better at their job, and likewise in the opposite direction. It also decreases time spent on tactical activities, freeing these groups up to focus on the strategic elements of their profession that make them most effective.</p><p><strong>To learn more on how to develop an ERM framework, check out the complimentary webinar titled '<a href="http://www.logicmanager.com/watch-webinar-actionable-erm-framework">5 Key Principles for an Actionable ERM Framework.</a>'</strong></p></div>The Operational Risk Framework Check Listhttps://globalriskcommunity.com/profiles/blogs/the-operational-risk-framework2011-05-14T11:30:00.000Z2011-05-14T11:30:00.000ZMartin Davieshttps://globalriskcommunity.com/members/MartinDavies92<div><p><span style="line-height:18px;color:#2a2a2a;text-align:left;font-family:arial, helvetica, sans-serif;" class="font-size-2">Have you really got your companies operational risk framework in check? </span></p><div class="ecxseparator" style="line-height:17px;clear:both;text-align:left;"><div class="ecxseparator" style="line-height:17px;clear:both;text-align:left;"><div class="ecxseparator" style="line-height:17px;clear:both;text-align:left;"><span style="text-align:justify;line-height:18px;font-family:arial, helvetica, sans-serif;" class="font-size-2"><br /></span></div><div class="ecxseparator" style="line-height:17px;clear:both;text-align:left;"><span style="font-family:arial, helvetica, sans-serif;" class="font-size-2"><span style="text-align:justify;line-height:18px;">If you ask a risk analyst about their impression of their companies operational risk systems which, we have to admit is a relatively unframed question, it does seem to generate the typical responses that range between: </span><span style="text-align:justify;line-height:13px;font-size:x-small;"><span style="line-height:18px;"><span style="line-height:17px;font-size:13px;">We're totally sorted, </span></span></span><span style="text-align:justify;line-height:18px;">It's kind of there and </span><span style="text-align:justify;line-height:18px;">We are not really sure.</span></span></div><div class="ecxseparator" style="line-height:17px;clear:both;margin-bottom:0px;margin-left:0px;margin-right:0px;text-align:justify;"><span class="font-size-2" style="line-height:18px;font-size:13px;font-family:arial, helvetica, sans-serif;"><br style="line-height:17px;" /></span></div><div class="ecxseparator" style="line-height:17px;clear:both;margin-bottom:0px;margin-left:0px;margin-right:0px;text-align:justify;"><span class="font-size-2" style="line-height:18px;font-size:13px;font-family:arial, helvetica, sans-serif;">Very few people ask "is the operational risk process/system in check?" </span></div><div class="ecxseparator" style="line-height:17px;clear:both;margin-bottom:0px;margin-left:0px;margin-right:0px;text-align:justify;"><span class="font-size-2" style="line-height:18px;font-size:13px;font-family:arial, helvetica, sans-serif;"><br style="line-height:17px;" /></span></div><div class="ecxseparator" style="line-height:17px;clear:both;margin-bottom:0px;margin-left:0px;margin-right:0px;text-align:justify;"><span class="font-size-2" style="line-height:18px;font-size:13px;font-family:arial, helvetica, sans-serif;">Then of course how do we know whether a company is good at measuring operational risk or not especially when it may not have been presented with a problem to test its aptitude to control the event horizon.</span></div><div class="ecxseparator" style="line-height:17px;clear:both;margin-bottom:0px;margin-left:0px;margin-right:0px;text-align:justify;"><span class="font-size-2" style="line-height:18px;font-size:13px;font-family:arial, helvetica, sans-serif;"><br style="line-height:17px;" /></span></div><div class="ecxseparator" style="line-height:17px;clear:both;margin-bottom:0px;margin-left:0px;margin-right:0px;text-align:justify;"><span class="font-size-2" style="line-height:18px;font-size:13px;font-family:arial, helvetica, sans-serif;">In this article we are going to review a check list for operational risk framework requirements that should be considered by management in all businesses, the aim is to move towards best practice.</span></div></div></div><div class="ecxseparator" style="line-height:17px;font-size:small;clear:both;text-align:justify;font-family:Arial, Tahoma, Helvetica, FreeSans, sans-serif;color:#2a2a2a;"><font face="arial, helvetica, sans-serif"><span style="line-height:15px;"><br /></span></font></div><div style="line-height:17px;font-family:Tahoma;"><font class="ecxApple-style-span" style="line-height:normal;" face="Verdana" size="2"><span class="ecxApple-style-span" style="line-height:17px;font-family:Verdana, Geneva, Arial, Helvetica, sans-serif;"><b style="line-height:17px;font-weight:bold;"><span class="ecxApple-style-span" style="line-height:20px;font-family:Verdana, sans-serif;"><span class="ecxApple-style-span" style="line-height:17px;"><span class="font-size-2" style="line-height:17px;font-weight:normal;font-family:arial, helvetica, sans-serif;">Read more by following this <a href="http://tinyurl.com/6grz7l7" target="_blank">link</a></span><span class="ecxApple-style-span" style="line-height:17px;font-weight:normal;"><br /></span></span></span></b></span></font></div></div>