The other day I attended a seminar promoting a number of keynote speakers who conference organisers can engage to lift the tone of their conferences. I was there for two reasons, to learn about delivering great speeches and to hear about their various concepts on life. Their topics ranged from how to manage creative people
I was asked to speak at a NSW Government Public Sector Risk Management Association forum on June 24th. It gave me the opportunity to explore one of my favourite topics – influencing the C-Suite. In my view the C-Suite need to understand the end game and the journey before you can begin to influence them.
Now as we break out of the GFC and opportunities abound, Opportunity Management is vital. Read on about getting your Opportunity Management into shape and contact us if you would like some help. Are you Managing your Opportunities? Ask yourself these three questions: <nsbp;> Do you have a Strategic Risk Profile prepared in consultation with
Within an organisation, it is management’s responsibility to identify and manage risk and opportunity within a predefined risk appetite which has been established in consultation with the oversight body, most commonly a Board of Directors or an Advisory Board. Management is also responsible for reporting to the Board that risks and opportunities have been identified
I was asked by the Institute of Chartered Accountants to explore “The Risk Revolution” and its implications for their members. I first challenged the concept of whether a revolution was indeed taking place, explained the aims of Enterprise Risk Management and asked whether ERM actually works. The take away: “People manage risk and culture is