My friend Dr. Emily Verstege, via her LinkedIn post Gone walkabout: Pedestrian data is lost data, brought an article by Reid Hoffman to my attention about Artificial Intelligence and how it is on the cusp of “humanising management” by “setting information free”. It got me thinking about something I have been ranting about since I
This blog was inspired by a blog by sales specialist Anthony Iannarino called “Win More by Serving Your Buyers Where They Are”. In my experience, not enough of us consider the need to “sell” our advice when we are influencing or advising inside our organisation. The person or group you are influencing or advising will
I always remember the comment from a fellow I was working with when I was telling him about the roller coaster ride my entrepreneurial mate was on. He said, “You know you and I are too smart to get rich!” That is actually a downside for good risk management. As you well know, a little
Whether you are the boss or a strategic advisor to the boss you establish boundaries to guide the decisions and hence behaviour of staff. What kind of boundaries have you set? I see three basic types: • Hard – Thou shalt not cross. • Flexible – Permission to bend the boundaries, up to a point,
I am interested to hear your thoughts on the efficacy of KRIs. Do you use them in a formal sense? How do you use them, for example as part of your risk appetite process or framework? What has changed since using them? In my little world I have whittled the KRI picture down to this: