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One of the most soul-destroying events that can happen to a company is for a bean counter to be appointed as CEO with a vision that involves cost cutting and not much else. While I am one of the first to hold true to “In God we trust, all others bring data”, I have seen too many companies damaged from a CEO overly focused on cost cutting. A CEO that is dumped within a few years. 

Don’t get me wrong. A focus on costs is important and sometimes dramatic cost cutting is essential, however, as with a

A strategy is of itself a hypothesis. Something that is proved true or false over time.  For more on this, read one of my most popular blogs here: A strategy is but a hypothesis.

In proving your hypothesis, you eventually find out if you are spending on a failed strategy or if you are investing in a successful one.

The key to shifting from spending to investing is to set up your strategy, from the start, so you can measure your spend and your return on your investment each step of the way. This al

We need data we can trust so that we can build trust using data. However, it is not as easy as it sounds. 

In recent blogs I have been urging you to stand in the shoes of those you wish to influence. Recently I read a blog by futurist Gihan Perera that gave another reason to urge you on. In his blog There’s an ‘I’ in Team he reminds us that the young new entrants to our workforce have a very different WIIFM (What’s in it for me?) than new entrants of past decades. Gihan talks about their wishes including the need for identity and personal development. 

So they won’t care what you think unless you can

In my first book, DECIDE: How to manage the risk in your decision making, I made the statement “…in my experience, an acceptance of mediocrity and an acceptance that projects (and decision making) are difficult are the norm in the vast majority of organisations.”

Last week my blog was about the need to tap into board experience. Today I write about how boards need to be asked the right questions to provide their experience, to lead. Executive teams should ask their boards quite explicitly:

• About Risk – What risks do they see with the strategy? What emerging risks to the organisation do they see from their experience outside of the boardroom.

• About Opportunity – What opportunities do they see to improve the strategy? What opportunities do they see that the

Salesforce: Is The Market Turning Negative On Salesforce? Are there any leading indicators, risk alerts and developing trends?

Are sales increasing at a faster rate than value creation? Is the value generated by the sales of the SIMMETHOD Best In Class increasing at the same time that the value generated by Salesforce’s sales is decreasing?

“Salesforce – Overvalued and not significantly diversified” Erik Huckle, Seeking Alpha

“Salesforce: One of the better software companies on the planet but perha

How to improve your 2018 predictions and outcomes? What happens when you are invested into your customers risk and performance?

According to Wikipedia, “A prediction or forecast is a statement about an uncertain event. It is often but not always, based upon experience or knowledge”.

Based on the SIMMETHOD Best In Class, in business strategy execution, the best way to predict the future is to create it via the 7 Laws of Growth, Value Creation and Best In Class Performance and the C-level Risk Alert

Converting your business intelligence, CRM and analytics software into your customers risk and performance improvement platform of choice

In the outcomes digital economy you need to deliver results rather than products and services but most business intelligence, CRM and analytics software were designed as a tool unconnected to your customers’ risk and performance

From products and services to intelligent digital outcomes: when your products and services help your customers to become Best in Class

HOW THE FULL-GROWN QUALITY COMPANY DELIVERS SUPERIOR PERFORMANCE AND CUSTOMER BONDING

By:

Enrique R. Suarez

International Management Consultant & Professor
Master of Education & International Development

Harvard University
suarezenrique@yahoo.com - http://www.wix.com/suarezenrique/delta

In the full-grown organization executives have a systems view of their organization. They see interrelationships, not things. They manage things and lead people. Change is a mosaic of processes, methods, materials, equi

Greta Roberts, CEO Talent Analytics, Corp.

When beginning a new predictive analytics project, the client often mentions the importance of a “quick win”.  It makes sense to think about delivering fast results, in a limited area, that excites important stakeholders and gains support and funding for more predictive projects.  A great goal.

It’s the implementation of the quick win in a predictive project that can be difficult. There are at least 2 challenges with using a traditional quick win approach

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 Top-Quartile Performance Institute (TQPI) is recruiting master practitioners having 10+ years of executive-level experience to become members. Preference is given to those at the cutting edge of Finance, Process Improvement, Six Sigma, IT, HR, Operations Research, “C-Suite” Leadership, and other performance management disciplines. 

TQPI is a global community of transformation experts partnering to help people, organizations and each other achieve best in class. Globally, we have helped mid-si

Risk taxonomy is the framework of naming, organization and managing the relationships to manage your risk information. Your ERM program and any Enterprise Risk Management (ERM) software you use depends upon it.

Most organizations have an organizational chart of how their people are connected. To be effective in risk management, organizations must also have an organizational chart of how their business processes are connected to create accountability and focus on business value.

The first step is t

It is 8:00pm as the last conversation ends between a Director of Audit and Risk in the Energy sector and an Executive Director in the private equity industry. Although they have only just met, they’ve spent the evening with plenty to talk about, particularly surrounding our first Happy Hour Topic, Strategy and Risk.

At 5:00pm we opened the doors of a quaint London bakery and welcomed professionals from all industries to join us to discuss strategy and risk; three hours on our guests have exchange

Manigentis pleased to announce a successful start to 2012, with two major project wins. One of the projects will be with an Investment Bank assisting them to meet the regulatory obligations from a number of regulators globally, including the FSA here in the UK. The second project is with a legal services regulator with the intention to build additional risk management at a transitional time for the industry, with the introduction of Outcomes-focused Regulation (OFR) and Alternative Business Stru

Andrew Smart, CEO and founder of Manigent, a Strategy and Risk Management consultancy, has recently developed a whitepaper on designing an operational risk appetite statement. This paper outlines a seven step process which enables organisations to deliver an operational risk appetite statement which will meets regulatory obligations while adding real business value. This paper was recently featured in new e-magazine, The Risk Universe, which is a new online publication developed by industry prof

This whitepaper from IBM reveals three ways that the most successful companies are taking action when they deploy business analytics. Based on a recent study of business leaders, it is clear that higher performing organizations have these differentiating characteristics:

• Higher performers are challenging. They excel in disrupting the status quo, creating an environment more receptive to innovation, and bolder in its application of new insights and intelligence.
• Higher performers are anticipatin

The number of business measures within organizations is typically growing. Measures are often added on a reaction basis to loss events that have already occurred. Wouldn't it be valuable to be able to focus on forward looking measures? In most organizations, these preventative, proactive measures are indistinguishable when grouped with reactive measures, because the metrics do not formally tie back to any commitments or risks.

What if a risk or activity changes? Organizations have no way of knowi