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Supply chains carry the bruises of the last few years. Demand whiplash, logistics chaos, supplier churn. Costs climbed while service staggered. The framework here—Zero Based Redesign within a Cost Productivity system—rebuilds the operating spine so cost, service, and speed can play nice. The move is simple to say and hard to fake. Decide what work deserves to exist. Design how it should run. Scale it in waves. Keep score in daylight.

Modern trend to wrestle now: Resilience with a cost spine

Resili

Inadequately structured jobs create disputes, negative perceptions, inequality, and frustration among employees.  On the other hand, well-articulated jobs, appropriate distribution of work, justified authority levels, and correct estimation of value of individual jobs elevate employee engagement levels, productivity, and job satisfaction.  Organized job levels are a sign of effective Human Resources Management function.

The lack of a structured job design—and ill-defined jobs—renders the organiza

Introduction about OpenAM

OpenAM provides a service called access management, which oversees access to resources, for example, a website page, an application, or web service, accessible over the network. When it is set up, OpenAM gives an infrastructure to manage clients, roles, and access to resources. The centralization of Access control is done by OpenAM. This is done by handling both authentication and authorization. Authentication can be considered as a process of distinguishing a person, f

As the business and operating environment changes, there has been a greater demand for transparency and accountability as to the integrity of internal control. This has become very critical today as businesses drive to enhance the likelihood of them achieving their objectives and be able to adapt to changes in the global business environment.

The Committee of Sponsoring Organizations of the Treadway Commission (COSO) released in 1992 the Integrated Internal Control Framework that will enable orga

Execution has become the new watchword in Boardrooms.  As organizations fail to effectively implement strategies, the importance of execution has risen to the forefront. Essentially, the first step in resolving these dysfunctions is to understand how the inherent traits of an organization influence and even determine each individual’s behavior. Organizations must also understand how collective behavior affects company performance.

The idiosyncratic characteristics of an organization can be codifi

Culture is essential today in helping employees and management survive in today’s environment. Survival has become a strong word today. Without culture, everyone in the organization would act or behave differently. No one would be able to anticipate someone else’s behavior, and no one would understand why people behave the way they do. When this happens, the organization’s performance would be very chaotic.

What is culture? Organizational Culture is a learned process and is developed by the organ

Sustainable, superior returns accrue to companies that focus on what they do best. It is that simple. Yet it is incredibly hard to internalize. It is a rare company that focuses on what we do better than anyone in making every operating decision across every business unit and product line. Rarer still is the company that has aligned its differentiating internal capabilities with the right external market position.

These companies are called coherent.

Most companies do not pass the coherence test b

Value-Based Management (VBM) has been regarded traditionally as a tool to help investors evaluate firms, optimize performance management, and maximize shareholder value.

However, there are mixed opinions on whether to utilize VBM as a mandatory investment or management tool.  Many investors, analysts, and executives, to this day, are skeptical of the influence and role of VBM in confronting the dot-com bubble or other financial downturns.  They are even cynical of the efficacy of VBM as a robust

The typical approach to improving productivity focuses on assessing variance in quality, time, rate, service, or cost, around which management systems develop incrementally or revolutionary.

Organizational Health Index, on the contrary, focuses on improving performance through improved alignment of organizational systems. For example, by improving competence of key components such as mindset, work design, technical expertise, or relationships; or through improving the interface between work proce

Oracle ADF (Application Development Framework) is an end to end Java EE framework and open-source technologies to simplify and advances in implementing enterprise applications. It is relevant for enterprise developers who wants to create applications that search, modify, create, display and validate data using web, wireless, mobile and desktop interfaces.

What is ADF ?

ADF is the Java EE Application Development Framework from Oracle which allows developers to develop rich, firm standard Java web a

So, you have a robust product roadmap. It's got all the product features you need, from the most basic to the most innovative. Now, how did you prioritize these features?

And, are you sure you prioritized things correctly?

With limited resources, all organizations strive to prioritize those activities that drive the most value. This is particularly true in product development. Focusing on the right or wrong set of features can make or break your product (or even company).

The Kano Customer Satisfac

marcus evans to host Model Risk & ERM for Insurers conference July 2016

Join leaders in model risk management, model design, and risk modeling to achieve a concrete model risk framework through optimal validation procedures, reporting, and independent reviews.

New York, NY – April 8, 2016 – marcus evans will host the Model Risk & ERM for Insurers Conference on July 17-18, 2016 in New York City, New York. Insurance professionals attend this meeting to learn from their experienced peers in how to

Increasing cyber-hazards have been accompanied by another trend; Governance, Risk Management, and Compliance (GRC) focused on IT (referred to as IT GRC) is changing. More and more organizations have been turning to a risk-based approach.

Traditionally, IT is comprised of a variety of underlying functions. These functions include:

• IT Asset Management, commonly used to inventory servers, computers, and other technology hardware;
• IT Risk Management, including vulnerability and threat identification an

Despite the growing necessity of robust risk management software for companies of all sizes, it’s easy to think of risk solutions as akin to insurance, like guardrails that prevent a vehicle from careening off a narrow mountain road; the thought of actually needing them in the event of a failure is too unsettling to dwell on.

That functionality is of course important, but what about day-to-day operations and costs? An efficient risk management process starts with identifying and assessing risks a

Governance functions are designed to manage risks that organizations face in operational and back office silos - financial misstatements, fraud, vendor management, disaster recovery, and other activities are all designed to address a subset of an organization’s risk profile. The concept of Enterprise Risk Management is not to create another function that exists in parallel to these areas, but rather creates a standardized methodology and language to objectively prioritize across functions and le

The National Association of Insurance Commissioners adoption of the Risk Management and Own Risk and Solvency Assessment Model Act (RMORSA) requires insurance organizations to take a broader approach to risk management. As US insurers begin to mobilize their efforts to comply with the regulation by the 2015 deadline, it’s important for insurers to take a step back, leverage their existing risk management operations, and develop their RMORSA efforts with a mind to the future.

The groundwork for RM

Risk Appetite Explained
In the face of the many recent failures of financial institutions, following market and asset crises and in the context of mounting regulatory demands from Basel 3, Solvency 2 and Dodd Frank, risk management is a topic high on the executive agenda. In particular, much emphasis has been placed on risk appetite and the role it has to play in an enterprise risk management approach, as part of an overall strategy execution process.

But what is Risk appetite?
First and foremos