Home
Bertrand Duperrin's Library tagged → View Popular, Search in Google
"The words "risk management" usually evokes less subjective, more data-driven pursuits. But data and objectivity can only get you so far. Philosopher Karl Popper famously proposed that to be scientific, a theory had to be falsifiable: that is, it had to make predictions that could be tested and possibly shown to be wrong. Popper spent a lot of time thinking about this definition of science and the burgeoning science of probablility, which he called propensity."
-
To navigate such unquantifiable hazards, then, you need to make judgment calls. And that's where argument (or discussion, or conversation, if you prefer) comes in. You want diverse, even opposing viewpoints. You want to manage their interactions in a way that allows the quieter, less-senior, less-predictable voices to be heard. You probably do want to accord different weights to the arguments of different people, although deciding how to do so (past track record? clarity of argument?) is hard.
-
In any case, it should be clear that you don't want to just let the loudest voices win.
- 1 more annotation(s)...
"In many companies, the relationship between IT and business leaders is a very troubled marriage indeed. Miscommunication is rife, leaving executives struggling to figure out what's working for the company, what's not, and how to improve the situation. Can a marriage like this be saved?"
-
The first step in fixing the situation was to understand exactly what IT costs and performance really were, not just what they seemed to be.
-
The key in bridging the gap is for IT leaders to explain clearly the reasoning behind saying "no." If they give the business side enough insight, future requests might even be more reasonable.
"Dans son rapport sur l’usage des nouvelles technologies de l’information et de la communication au travail, le Centre d’analyse stratégique (CAS) met en garde sur les risques psycho-sociaux qu’elles induisent. Pour contrer les dérives, les DRH doivent être en première ligne sur ce sujet."
-
les effets des TIC sont souvent positifs, en apportant de l’autonomie, mais ils peuvent également se révéler défavorables, en contribuant à la disparition du collectif du travail. Parmi les dangers, le rapport souligne que les Tic « occasionnent du stress, une surcharge de travail », en brouillant les frontières entre vie privée et vie professionnelle, « des troubles musculo-squelettiques et un sentiment d’urgence ».
-
Pour éviter ces risques, le CAS préconise de considérer le système d’information « comme un outil d’aide au travail des salariés ». Cela passe par « la mise en place d’outils de régulation interne des usages », comme par exemple, l’interdiction d’envoyer des e-mails le soir après une certaine heure ou le week-end.
- 3 more annotation(s)...
"
Consequently, one of the questions that seems to come up most often is this: What are the necessary moving parts in a social business strategy? What exactly needs to be included and what can be left out? While the short answer tends to be frustrating and uninformative, namely that it depends on what you’re trying to do. The longer answer, fortunately, is more interesting."
-
Community management
- 11 more annotation(s)...
-
"La gouvernance de l’information, c’est un peu comme l’entreprise 2.0 (et ce n’est pas un hasard) : on en parle beaucoup, mais on la “réalise” peut être un peu moins !
La gouvernance de l’information est un élément indispensable à la construction de l’entreprise de demain car elle est déterminante pour la CONFIANCE.
Pour beaucoup, la gouvernance a été jusqu’alors une stratégie de défense, de protection et les mises en oeuvre de solutions ont été principalement faites pour répondre à des litiges !
C’est peu dire que la gouvernance n’est pas encore directement “intégrée” dans notre quotidien !"
-
la gouvernance de l’information doit être réfléchie principalement en tant que soutien aux affaires et non pas seulement comme une stratégie de défense décidée par les “risk managers” et les directions juridiques.
-
- rendre la “prise de décision” plus facile et transparente,
- définir clairement les rôles et les responsabilités,
- décider de “règles” (guidelines) à propos des contenus partagés et générés par les “utilisateurs” (versus ceux générés au niveau des applications d’infrastructure)
- et ,, pouvoir “quantifier” les coûts de la non conformité des informations par rapport aux “règles” métiers (usages) ce qui implique de pouvoir disposer d’indicateurs clairs et pertinents pour le “business”.
Dans le contexte plus concret du quotidien des organisations, cela oblige, pour autant qu’on le veuille, à un certain nombre de “nouveautés”, à savoir :
Organizational culture powerfully influences a company's performance — or at least we say so. I often hear executives reassure me that projects will get done because "we have an execution culture," or that customers will be well taken care of because "we have a culture where the customer comes first." At the same time, culture is also one of the great rationalizations for managerial shortcomings. Many times I've heard that a project was delayed because "we don't make quick decisions around here," which is the managerial equivalent of "the dog ate my homework."
-
Organizational culture powerfully influences a company's performance — or at least we say so. I often hear executives reassure me that projects will get done because "we have an execution culture," or that customers will be well taken care of because "we have a culture where the customer comes first." At the same time, culture is also one of the great rationalizations for managerial shortcomings. Many times I've heard that a project was delayed because "we don't make quick decisions around here," which is the managerial equivalent of "the dog ate my homework."
-
Any management team can assess its culture by asking these kinds of simple questions across a range of organizational behaviors. For example: To what extent do we reward individual vs. team results? To what extent do we share information broadly or parcel it out narrowly? To what extent do we encourage or discourage risk?
"If a company wants to change its culture to one where positive risk management is at its very core, then analysing and making improvements to the various strands from which the culture of a company is made up can provide a valuable way to effect this change.
Five key questions on using reward as the driver for change
One of the key tools in changing the culture of a company and focusing its employees on risk management and accountable behaviour is to target its remuneration structure – and the underlying performance-management system that may impact on remuneration."
-
Remuneration committees should have a clear understanding of the strategic direction of the company and should consider what financial and non-financial targets are appropriate for the company’s most senior executives, in line with the desired culture.
-
Reward will only be a useful tool in shaping behaviour if employees are aware of the factors that influence it. Employers can raise awareness through the intranet, in emails to employees, in discussions between employees and their managers and in bonus scheme documentation.
"A panel of CIOs, academics and industry experts has urged IT departments to adapt or risk falling foul of business. The panel, comprising speakers who will be presenting at the 360°IT event later this month have warned that IT departments could become extinct if they are unable to support technology-savvy users using their own IT rather than corporate-approved systems."
-
He says, "In the public sector, there is a belief that you can control information. In social media there is very little control. We need situation awareness."
-
All technology needs to be secured, not locked down
- 3 more annotation(s)...
"“Recovery will not be restoration of the pre-recession market. Trying to get back to where we were will be like chasing a red herring,” said Jean Martin, executive director of the Corporate Leadership Council of the Corporate Executive Board, a global business research network"
-
A shift in consumer buying behavior will require sales teams to revisit old assumptions about customers and their needs.
-
There is a need for companies to have more agile risk management strategies.
- 3 more annotation(s)...
Selected Tags
Related Tags
Top Contributors
Groups interested in riskmana...
Diigo is about better ways to research, share and collaborate on information. Learn more »
Join Diigo