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There is an adage that attack is the best form of defence. I’m very sure it applies when it comes to disruption.

Does industry disruption disturb or excite you? Before you answer, consider this. Innovation is not disruption. Disruption is much, much, much bigger. Disruption turns an industry on its head. It creates massive shifts in markets, in how work is done and even if it is done.

Last blog I wrote about that feeling of being like a deer caught in headlights. I said that it was your job to get your colleagues moving from Assessment to Investment (or divestment) to Execution. Alternatively, I could have

In the age of rapid technological progress, where Digital Transformation  has become pervasive, business applications are getting increasingly complex and interconnected.  The advancement in technology has also helped attackers get more aggressive and inflict more damage to IT systems and applications.  Application security tools and techniques are evolving too, yet most organizations still fall prey to vulnerabilities.  Cybersecurity has become a bigger threat than ever before.

The current appli

You know the saying. It means we can see something coming, but we can’t move. Like a deer in headlights, often traditional organisations experience sheer inertia when faced with the light beams of disrupters to their industry. All talk, no action.

Status quo talent strategies no longer work for high performing organizations. Old models no longer work. It does not anymore meet the needs of the global workforce.

HR Strategies are out of step with the way work is conducted. Jobs that are structured around a 9 am to 5 pm Monday through Friday workweek is considered inconvenient and counterproductive. Training focuses narrowly on skill building not on aligning talent capabilities with strategic objectives. Career development does not reflect th

You and your colleagues may often talk about what disruptor is just over the horizon. You might talk about AI, machine learning, robotics and someone will throw in a comment about “big data”. You might discuss how there is so much hype around future disruptors but little real action. But still, there is an inkling that there is a disruptor for your industry not far away. The problem then is, what might it be?

A big part of the problem is that you are so damn busy with the current challenges and o

A company’s cultural situation is challenging, multidimensional, and difficult to deal with. It constitutes a powerful set of emotional resources. To a degree, culture can be compared to natural forces such as winds and tides. These elements are there in the background, sometimes unnoticed, sometimes obvious. Endowed with immense power, they can waylay plans and inhibit progress.

Natural forces can’t really be tamed or fundamentally altered. But if you respect them and understand how to make the

There is a pressure cooker analogy for driving business performance. That is, apply plenty of heat to the pot (which is your team) and keep the lid firmly shut. The team will push harder to reach their goals. As a safety mechanism, all pressure cookers have a relief valve and so the analogy goes, make sure you don’t overdo it and build up too much pressure. The reason is because one of two things would happen:

If you are a lover of the Harry Potter series, you will have heard of parseltongue. The language of serpents. A Parselmouth is anyone able to speak parseltongue.

If you don’t have a clue what I am talking about, you are reading this and feeling at least a little uncomfortable. Relax, it is all make-believe.

However, don’t relax for too long because your influencing skills might be hampered by how you are providing your advice. Why? Because finance, HR, IT, procurement, risk and many other function

A large majority of organizations rarely focus on gathering and utilizing customer-centric knowledge. So much so that they even introduce a product without having vital insights on the customer and their unmet needs, and they are often clueless about them. Consequently, many product development initiatives fall flat as managers struggle to filter and evaluate ideas.

Most organizations, today, are developing initiatives around Customer Experience Strategy and Customer Journey Mapping. Customer-cen

Organizations need to persistently improve the way they do business to stay ahead of the curve. New ideas trigger organizational improvement and build the foundation of a Learning Organization.

Scholars have defined a Learning Organization in many different ways. Some suggest it as an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. Marlene Fiol and Marjorie A. Lyles describe organizational learning as “t

Inspiring breakthrough innovation in business models and solutions is becoming critical for organizations’ existence, as startups through their innovation have been consistently disrupting large organizations globally. To foster innovation, the key ingredient is creating an organizational culture that encourages innovation in all spheres. Every organization, today, aspires to nurture a culture of innovation where employees are motivated to take initiatives that result in the creation of innovati

I was once asked what that important thing that fruitful entrepreneurs do or don't do it. It inspired me to ponder what it is that separates entrepreneurs from those who'd jump at the chance to be. Here are 25 things ALL entrepreneurs DO and DON'T:

1. Entrepreneurs find out about their identity showcasing to and make their correspondence likewise.

2. Entrepreneurs don't stop since they don't realize how to accomplish something. They delegate errands to individuals who are more skilled in playing out t

We have provided this simple self-assessment and score card free of charge in hopes that it will cause you to consider the impact that your organizations corporate cyber security culture has on your efforts to address your cyber threats and exposures.

Today the pace of change in malicious cyber events is accelerating. In the past the risks were mainly in someone gaining access to valuable information such as proprietary company information, financial records, customer credit card data, and simila

Last year, we blogged about how to develop a successful ERM program. An important goal is fostering a risk-based company culture. This means everyone, not just the appointed risk managers, assimilates risk awareness and works it into their job description. That said, there are many factors that contribute to a healthy, risk-managing culture.

One of those factors is board support. We often stress that “front-line” employees (who oversee everyday activities) are a vital yet often overlooked resour

Beyond the Empire of Chaos: Building Ecology into the Economy. Life Capital Value, Base and Measure

By:

Prof. John McMurtry

Global Research, April 18, 2016

Ecological and social science research increasingly demonstrate that ‘globalization’ is not what it seems. It does not produce more prosperity and reduce poverty for the world, but just the opposite. Ever more powerful transnational corporate money sequences multiply through organic, social and ecological life hosts looting and polluting them.  

Evidence is mounting that it is no longer an option to ignore investments in this important organizational capability. Companies need a rigorous enterprise risk management framework to effectively compete in today's uncertain environment. To help companies understand why they need ERM, here's an excerpt from my take on how enterprise risk management enables the business to move faster and overcome disruption:

The wider adoption of strategic risk management cannot come fast enough to save everyone

Hi All,

The paperback and Kindle edition of the book "Risk-based Management in the World of Threats and Opportunities: A Project Controls Perspective" is now available in Amazon. Copy and paste the following on your browser. You can grab a copy now.

• http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI
• http://www.amazon.com/dp/B0104OFUDI/ref=rdr_kindle_ext_tmb
• https://www.linkedin.com/pulse/risk-based-management-world-threats-opportunities-rufran?trk=prof-post

Cheers,

RUFRAN C. FRAGO, P.Eng