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By Graham Vanbergen

Global Research, November 27, 2017

TruePublica

The Internet is the global system of interconnected computer networks that use the Internet protocol suite (TCP/IP) to link devices worldwide. It is a network of networks that consists of private, public, academic, business, and government networks of local to global scope, linked by a broad array of electronic, wireless, and optical networking technologies. It is right now under a global attack.

The Internet has brought unprecedente

Best in Class performance and risk management is not a random event and (as in team sport), it can not be measured and predicted ratio by ratio or silo by silo.

It requires a holistic index of risk and performance that can be correlated across the whole market and linked to the market Best In Class.  In regards to leading indicators and risk alerts, C-level strategy execution holistic indicators precede and are more insightful and actionable than quarterly-product deliveries or "beating quarterly

At the RMIA Conference in Canberra a couple of weeks ago there were several speakers discussing very high-risk environments such as journalism from the front lines of Iraq. One of the keynotes was by Jerry Grayson, a helicopter pilot in the Royal Navy. As well as talk about high-risk environments, he also made a comment at the end of someone else’s presentation that gave me a new insight that is key to understanding how easily poor cultures can be born in organisations. Roughly, he said this:

My

TRUSTO was created after 30 years’ experience in FinTech and a long and expansive research for over a 14-month period over the into the crypto-currency market space and related blockchain technology. We finalized a comprehensive study of more than 540 ICO’s and is concluded that less than 7%, only, are successful and we have firmly identified 26 conditions that determine success or failure. In order to be successful, and to overcome this any risk of market rejection, we recommend that each ICO  

Recently one of my readers recommended to me Team of Teams by General Stanley McChrystal et al. It is an excellent book. For those time poor, these four equations neatly summarise McChrystal’s views about complexity:

 1. Complexity + Efficiency ≠ Success

 2. More Factors + More Interdependency = More Uncertainty

 3. Problem + Process ≠ Resilience

 4. Adaptability + Trust = Success

In short, the old ways of focusing on efficiency and the introduction of more and more robust mechanisms to manage uncert

SIMMETHOD: Blending crowd-sourced with strategy execution data to deliver leading indicators of risk and performance

“Alibaba Beats Amazon, Panos Mourdoukoutas, Forbes contributor: But the most important reason is Alibaba’s business model, which is more profitable than that of Amazon, as evidenced by Alibaba’s hefty operating margins and earnings”

“Alibaba moved an Earth-shaking $25.3 billion worth of product – up from $16 billion last year – all in one day. (By comparison, Amazon moved just $1 bi

marcus evans will host the Millennial & Gen Z Financial Services Forum, February 7-8, 2018 in Boston, MA. Don’t miss out on the opportunity to amplify organizational growth and revenue by forging a deeper understanding of the next generation consumer. This conference will address key topics such as extracting critical insight through research and social listening, breaking down organizational silos, meeting the demands of millennial and Gen Z consumers, and much more!

Attending This Conference Wi

marcus evans will host the 4^th Annual Proactive Operational Risk Management Conference, February 5-7, 2018 in New York, NY. This conference will enable institutions to better evaluate their operational risk programs so as to understand its value and how to improve. Delegates will gain knowledge on how to better identify and manage significant and emerging risks such as conduct risk and fraud, how to clarify responsibilities across departments and 3LOD and they will examine the regulatory environ

Ex-CEO of CBA and founding Chair of the Australian Government Future Fund, David Murray, wrote a piece in Business Insider recently about the collapse of trust in Australian banks. He writes, “Some specific experiences have led me to believe that the solution is more about good systems, good controls, and consistent behaviour by top executives than more-complex governance and micro-management by boards.”

I have always said to executive leadership teams and boards: The fastest way to waste your in

Recently, Forrester Research published “GRC Vision 2017-2022: Customer Demands Escalate As Regulators Falter,” which explores challenges the GRC industry will inevitably face as it develops, and the proven solution that enterprise risk management provides. We’ve broken this report down to reflect our key takeaway: Approaches to governance, risk management, and compliance (GRC) must now consider the company’s consumer base, reputation, and ethical conduct.

Traditionally, approaches to GRC entail r

Virtually all cyber exposure programs today are directed at addressing the cyber exposures an organization faces from its own resources and activities and from outside sources. This is necessary but not sufficient.

Why? Because most organizations also face secondary cyber exposures that they are neither aware of nor prepared to address. For example, many organizations do not manage, or own their own properties but inhabit facility space managed by someone else. That someone, generally a building

If you ask an average CEO, "Where did you get your leadership skills training?"

Do you know what you discover?

Mostly, you discover there wasn't any training. They learned on the job – by making all the mistakes. It was training by error.

If you're interested in becoming a Strategic Leader, then you would like to watch the Module 6 of the "Cultivating Your Strategic Thinking" program here: 

https://globalriskacademy.com/p/strategic-thinking/

Just navigate to the curriculum section and click o

Lightspeed is fast. Really fast. If you followed The Hitchhiker’s Guide to the Galaxy series from the late 1970s and early 80s you would know how fast “really fast” is. A bit faster than when you travel in hyperspace.

Because of my full appreciation of the speed of light I was immensely pleased to read an article by Pat Barrett AO, Distinguished Honorary Professor in the Australian National University and Former Auditor-General of Australia, where he uses Einstein’s equation, E=MC², where C is th

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

I know it’s a bit early for end of year predictions, however, someone asked me what I thought so I figured I’d better not keep it a secret between just him and me.

Technology

Specifically, the massive shift towards subscription/cloud based applications which brings with it plenty of opportunity and plenty of risk. The more that goes into the cloud, the smaller your IT department becomes and the less expertise you have to choose the right product to get your expected outcomes. Not to mention the cy

Back in June, the U.S. Justice Department declined to prosecute Boston-based engineering firm CDM Smith on foreign bribery charges, despite learning that the company had in fact paid $1.18 million to officials in India.

The firm paid the Indian National Highway Authority from 2011 to 2015 in exchange for contracts that resulted in about $4 million in profits. Such activity is a direct violation of the Foreign Corrupt Practices Act (FCPA).

How, then, did CDM Smith avoid prosecution? The declination

Having just completed a phone call I am feeling helpless and a bit angry. Why because the call was from a friend and colleague whose company just had a ransomware attack. It was successful and they are faced with either paying the ransom, or facing a total disruption of their business model and taking a major hit to their corporate reputation as they slowly work their way out of the mess.

Why Helpless? Because the damage is done. If they had taken our courses on managing cyber exposures at the gl

Stats don’t lie. The research of Professor Paul Nutt of Ohio State University into nearly 400 strategic decisions by major corporations showed that a mere 50% of decisions were successful. I think much of it can be explained because the leadership were implementing in the dark.

Organisations develop their own way of doing things. It’s cultural, a form of organisational creed.

When it comes to implementation, the organisational creed will dictate to a major extent how things will get done (see my

Dear Global Risk Community member,

Time is running out if you want to secure your spot on the Cultivating Your Strategic And Creative Thinking Program. 

http://globalriskacademy.com/p/strategic-thinking/

Starting 7th November, it runs for 3 months and you can fit your study around your work and home life, setting the pace yourself.

(Only 8 spots left for the upcoming program starting November 7)

As an executive taking on greater leadership responsibilities, you need to learn how to think mo