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This past weekend, companies started responding to consumer backlash for working with the National Rifle Association. Corporations like the First National Bank of Omaha, Delta, Hertz, and MetLife are ending discount programs with the NRA.

Before this pushback, NRA membership granted consumers access to a broad range of discounts, from special rates on auto insurance policies to cheaper flights when you booked through the NRA’s website.

But after the mass school shooting at a Parkland, Florida high

Whether an organisation realizes it or not, it is competing for a place in the future. It can sit back and let itself be overrun by events, act in a crisis manner to deal with rapid or unexpected changes or it can prepare itself. Create a state of readiness because as Arnold Glasow has said, ’The only problem with the future is that it is usually here before we are ready for it!’ How do you get ready?

How do you create an enduring organisation that stands the test of time, rapid change, unexpecte

Risk management solutions are not a separate module or product. Instead, they compose an approach that adds value to both top-down and bottom-up activities within the organization.

Risk management is in everyone's job description and ERM is all about how to identify the aspect of risk management in every role and connect the dots automatically using the “Six Degrees of Separation Theory” that I discussed in my last blog to get right to the people who know the risk and are responsible for the risk

Stakeholder relationships can be complex and full of surprises and hence a perfect space for risk to simmer and sometimes erupt. Perhaps the single most important aspect of stakeholder relationships that sets them apart from other challenges you face is the extremely far reaching effect a poorly managed relationship can have. One minute you can be the flavour of the month and the next there can be a domino effect where first one customer finds you to be off-colour and the word gets out and next

The nuclear crisis still unfolding at Fukushima Daiichi continues to threaten a meltdown as core temperatures and radiation leaks continue to fluctuate.  The disaster is one of the worst nuclear disasters in history.  However the vulnerabilities at the power station are not isolated to Japan or utility companies; they are common risk management shortcomings in operational practices seen in every country and every industry.  Here are a few lessons for managers from this crisis.

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