Chartered Management Institute

FEBRUARY 26, 2024

Prebagaran Jayaraman shares why reframing your mindset around project risk can lead to increased project opportunities – and five ways to make this change “What are the common risks in your project?” This is a question I often ask those attending my course in project risk management. What do these answers have in common?

Project 52

Project PMBOK Risk Management Article 52

Leading Blog

NOVEMBER 24, 2014

Leaders followers, and context form a system of leadership. More than ever,” writes Kellerman, “it is better—better in practice and better in theory—to focus less on the leader and more on the leadership system.” We diminish our capacity to lead when we don’t consider all aspects of leadership. Hard Times is about context.

Risk Management 283

Risk Management Influence Follow-up System 283

N2Growth Blog

MAY 30, 2017

It focuses on the cultural aspects of strategy, leadership, motivation orientation, risk management and change adaptability. The work here identifies ways to optimize performance and determines the people and technologies needed to streamline operations.

Strategic Planning 200

Strategic Planning Long-term Organizational Behavior Technology 200

N2Growth Blog

OCTOBER 27, 2019

This may sound harsh, but the truth often is… I’ve witnessed far too many people in positions of leadership that wouldn’t recognize an opportunity if it hit them squarely in the face. If you cannot recognize, attract, and acquire opportunity you should not be in a leadership position. Click To Tweet.

Due Diligence 167

Due Diligence Metrics Competitive Advantage Rogers 167

Experience to Lead

JANUARY 29, 2024

From the rapid decline of the planet to regulation tightening, the political climate and the introduction of new technologies, leaders are up against challenging terrain. Preparedness and implementing a risk management program are crucial to recovering and resisting the impacts of change, as well as maintaining a competitive advantage.

Learning-by-Doing 52

Learning-by-Doing Travel Competitive Advantage Crisis 52

N2Growth Blog

MAY 16, 2010

As odd as it sounds, businesses that are not dependant on smart talent, capital, or technology can scale faster and easier than those businesses burdened with the aforementioned dependencies. The dumb factor not only applies to talent, capital, and technology, but it also extends throughout the entire value chain.

Business Model 298

Business Model Brand Blog Supply Chain 298

N2Growth Blog

DECEMBER 16, 2023

The keystone of effective governance lies within the trapeze act of balancing stakeholder interests, harmonizing corporate objectives, maintaining legal and ethical standards, and ensuring a robust risk management system. The strength of governance can be significantly amplified with the employment of a dedicated leadership team.

Compliance 235

Compliance Efficiency Ethics Metrics 235

The Horizons Tracker

DECEMBER 17, 2019

It’s perhaps fair to say that governments are not usually the quickest at adopting new technologies, but this reticence does not appear to be dampening enthusiasm for technologies such as AI. AI is unlike any recent waves of technology change, it is truly transformational.

Efficiency 53

Efficiency Technology Risk Management Project 53

N2Growth Blog

OCTOBER 18, 2010

You cannot separate leadership from decisioning, for like it or not, they are inexorably linked. Decisions made at the gut instinct or data level can be made quickly, but offer a higher level of risk. They make bad decisions. And in some cases they compound bad decision upon bad decision.

Blog 396

Blog Analysis CEO Brand 396

N2Growth Blog

JANUARY 13, 2011

As a result of our conversation, I decided to dust-off an old post, give it a few updates, and pass along my thoughts, which can be best summarized as “ Ideas Don’t Equal Innovation. “ It is my hope to help dispel the myth that ideas are inherently good things.

Blog 384

Blog Innovation Strategic Planning Brand 384

Harvard Business Review

OCTOBER 29, 2012

If the cost of innovation is falling, that should enable more of it from poorer countries, companies or cooperatives. If it's not, the already big and already rich will dominate innovation. Part of the issue here is lumping together incremental innovation with disruptive innovation.

Cost 8

Cost Innovation Wireless Disruptive Innovation 8

Harvard Business Review

JULY 9, 2014

Is there any aspect of your daily life and business that is not significantly affected by digital technology? First, with the rise of the digital economy, we are entering a new era of managerial innovation with both opportunities and major risks. Can we use the possibilities of these new digital technologies to drive innovation?

Business Model 8

Business Model Technology Long-term Risk Management 8

Harvard Business Review

JANUARY 27, 2017

But CEOs serious about confronting autonomy opportunity and risk should consider four proven organizational options. The bad news: Petabytes of new data and algorithmic innovation assure that “autonomy creep” will relentlessly challenge human oversight from within. McKinsey, Bain, and BCG are the management models here.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

DECEMBER 4, 2013

But managing network effects as technology byproducts is a bit like treating cars as extensions of internal combustion engines; technically accurate, yes, but missing the larger purposes and points. Network effects, not unlike risk management, transcend traditional enterprise functions and silos.

Management 8

Management Supply Chain CIO Core Competence 8

N2Growth Blog

SEPTEMBER 22, 2010

If as a leader you don’t take the time to get to know your team members on a very personal basis you simply won’t build the trust necessary to successfully weather the seasons of leadership. Do you have the necessary resources (financial, technology, talent, infrastructure, etc.) to hit your objectives?

Team Building 284

Team Building Blog Team CEO 284

Harvard Business Review

OCTOBER 10, 2017

Adaptive performance manifests as creativity, problem solving, grit, innovation, and citizenship. military says, volatility, uncertainty, complexity, and ambiguity , where technology and strategy changes rapidly. Before, tricky problems would be redirected to a risk manager.

Organization 13

Organization Tactics Call Center Metrics 13

Harvard Business Review

MAY 2, 2014

Unfortunately, failing to assess the risk of the status quo does not mean the risks won’t materialize—it just means you won’t be adequately prepared when they do. If you are a member of a leadership team facing a critical strategic decision, you have an obligation to address these biases before inaction leaves your business irrelevant.

Strategic Planning 8

Strategic Planning Due Diligence Proposal Rogers 8

Skip Prichard

OCTOBER 10, 2019

Steve Anderson spent his career in the insurance industry focused on risk and business growth. He is a leading authority on insurance, risk management, technology, and innovation. The “hidden in plain sight” management principles Bezos discussed in the letters is what caught my attention. “As Jeff Bezos.

Letter 85

Letter Collins Long-term Parcell 85

Leading Blog

APRIL 5, 2019

O NE OF the unfortunate side effects of living in an age of accelerating technology is having to deal with increased uncertainty. We tend to see situations in one of two ways: either events are certain and can, therefore, be managed by planning, investment, and reliable budgets; or they are uncertain, and we cannot manage them.

Uncertainty 309

Uncertainty Sports Credit Rating Learning-by-Doing 309

Strategy Driven

FEBRUARY 7, 2014

They embrace innovations, while keeping the best traditions. Change is innovative. Technology is but one tool of the trade. In the 1940s, technology brought us the 45-RPM and 33-1/3-RPM records… adding up to the ‘mother speed’ of 78-RPM. Innovated It… and Teach You Why. by Hank Moore.

Planning 62

Planning Learning Curve Learning-by-Doing Budgeting 62

Strategy Driven

OCTOBER 11, 2013

economy spent one trillion dollars fixing and treating the so-called Y2K Bug, which we now know was a manufactured “crisis” by technology consulting companies. As was discussed in Chapter 8, technology constitutes one tenth of 1% of any organization’s overall Big Picture. In 1999, the U.S.

Crisis 58

Crisis Crisis Management Retail Budgeting 58

Harvard Business Review

JUNE 6, 2012

One innovative portfolio-management technique the mission employed was a novel free-market resource-allocation concept drawn from the field of economics. NASA is one organization that has in fact put a lot of effort into predicting which individuals would succeed as project leaders.

Project 16

Project Survey Budgeting Conflict of Interest 16

Strategy Driven

MAY 2, 2014

The irony is that its principal corporate contributor (Eastman Kodak) fell by the wayside, a victim of changing technologies. The same fate had fallen the electronics industry, whose innovator (the Thomas Edison Electric Company) fell behind others in leading the trends and usage. Photographs convey thoughts, ideas and experiences.

Strategy 99

Strategy Budgeting Audience Risk Management 99

Harvard Business Review

JUNE 16, 2015

And as an HBS white paper points out, even some of today’s most mainstream executives — from the CTO to even the CFO — were once just new positions created to deal with “significant opportunities and risks emerging from technological or social disruptions.” Insight Center. The Future of Operations.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

JUNE 6, 2012

One innovative portfolio-management technique the mission employed was a novel free-market resource-allocation concept drawn from the field of economics. NASA is one organization that has in fact put a lot of effort into predicting which individuals would succeed as project leaders.

Project 14

Project Survey Budgeting Conflict of Interest 14

Harvard Business Review

DECEMBER 28, 2017

In this environment, multinationals that are willing to accept some risk and invest in the country could benefit from first-mover advantages – but only if the new administration follows through with much-needed economic reforms. Zimbabwe’s new leadership faces a challenging task. Years of economic mismanagement.

Banking 8

Banking First-mover Advantage Politics Finance 8

Harvard Business Review

AUGUST 20, 2013

Leaders equate risk with potential failure, so organizations have morphed into hierarchical, fixed systems to constrain variability within an acceptable range that has become progressively narrower. Understanding Risk. Risk is a necessary feature of innovation. This loss aversion prevents taking appropriate risks.

Dunning 8

Dunning Project CTO Innovation 8

Harvard Business Review

OCTOBER 15, 2015

Millions of lines of code (re)shape high-performance vehicles as much or more than any aerodynamic, materials or thermodynamic innovation. Indeed, code often makes those aerodynamic, material and thermodynamic innovations possible. Always look to the leadership. Where were Volkswagen’s code reviews ? Yes, mistake happen.

Engineering 8

Engineering Management Software Review 8

Harvard Business Review

APRIL 10, 2014

But we also identified notable differences: namely a greater percentage of FOB than non-FOB directors viewed innovation as their top challenge, and FOB directors were also more concerned than their non-FOB counterparts about the rising cost of materials and commodities, levels of debt and supply chain risk.

FOB 8

FOB Diversity Talent Management How To 8

Harvard Business Review

MAY 28, 2013

Not innovation, risk management, technology, debt, or the regulatory environment. Corporate directors identified talent management as their single greatest strategic challenge. What would this leadership look like over time? And what did they say was their biggest concern? Not competitive threats.

Talent Management 8

Talent Management Company Telecommunications Management 8

Strategy Driven

JANUARY 27, 2021

Cloud-native technology has shaped business operations remarkably in the past decade. IT managers in businesses with more than 5,000 members within the UK, US, and APAC were questioned to arrive at its conclusions. The survey took place at the start of 2020 to investigate the applications of could-native technology.

Compliance 69

Compliance Management Survey Report 69

Harvard Business Review

JANUARY 23, 2018

So what makes artificial intelligence/machine learning (AI/ML) champions confident that their technologies will be immune to comparably counterproductive outcomes? For too many managers, the technology’s costs often rival its benefits. The Risks and Rewards of AI. Smarter algorithms require smarter risk management.

Software 8

Software Learning-by-Doing Technology Compliance 8