Leadership styles are continually evolving to incorporate new ways of thinking about employee satisfaction, motivation and performance. Find webinars and videos on the strategies, techniques and qualities that make an effective leader. By participating in this community you will gain insight into current leadership theories and how to optimize employee performance.
There are many decisions when choosing a video conferencing solution. Free versus subscription? Cloud solution or not? What type of video system is best suited for your meeting rooms? Join Michael Helmbrecht, VP of Product Marketing, in this webinar where he will breakdown the top five considerations of video conferencing for 2015. Michael will also elaborate on the competitive landscape and which solutions best fit your company’s needs.
Follow us on Twitter @LifesizeHD and use the hashtag #AskLS to ask questions.
IRM is leading the debate on risk culture. Drawing upon the wealth of practical experience and expert knowledge across the institute, we have developed guidance for organisations wanting a greater understanding of their own risk culture and practical tools that can be applied to drive change.
As seen in the business press every day, embedding risk management into an organisation to the extent that it reliably makes a difference is a difficult task. To achieve this, boards must keep how to manage risks high on their agenda, and to continue asking themselves, whether they have the right culture, people and processes.
What do we mean by risk culture?
Risk culture is a term describing the values, beliefs, knowledge, attitudes and understanding about risk shared by a group of people with a common purpose, in particular the employees of an organisation. This applies to all organisations from private companies, public bodies, governments to not-for-profits.
What does a good risk culture look like?
An effective risk culture is one that enables and rewards individuals and groups for taking the right risks in an informed manner.
With over half of companies not feeling well enough prepared for an IT disaster according to recent research, Ian Daly of Plan B Disaster Recovery will be sharing his best practices on how to build a DR solution you can trust. In this webinar we’ll cover:
- What counts as an IT disaster?
- What are the common causes?
- How can you better prepare for an IT disaster?
- Testing – what should you be testing and how often?
- What level of reliability should you be striving to achieve?
- How to maintain trust in your disaster recovery solution
James McAlister has been developing and facilitating exercises for over 30 years. He was the lead author for the BCI Good Practice Guidelines 2013 Chapter 06: Validation, which focuses on exercising. The webinar will introduce an exercise model and simple techniques to enable participants to conduct their own effective exercises.
With business continuity planning covering everything from natural disasters to building infrastructure, resilient businesses will have thoroughly tested IT backup in place for their critical applications, such as failover connectivity and secondary datacentres.
But what happens if the resilience of the underlying IT is untested? Trends such as BYOD, Cloud and Mobility are creating new challenges for IT, particularly with maturing technology, where the risk to information security and business continuity could be high. New applications that have been integrated into existing systems can expose multiple points of failure as data is transferred in different formats between different systems.
In this webinar, Lucas and Mark will be discussing how to ensure that in today’s interconnected business, all unforeseen IT eventualities are mitigated before the crucial BCP test. Here’s how:
- Establish a strong Quality Assurance process that drives consistency across your organisation
- Regularly assess the overall quality of your IT systems to highlight any risks and potential points of failure
- Ensure that IT is central to all decisions involving the adoption of new technology across the organisation
This session is essential for not only understanding the practicalities of safeguarding the resiliency of your IT but also how to develop underlying controls to prevent new ways of working spiralling into business continuity failure.
This webinar is based on actual experiences gained in conducting BCM tests under varying conditions and environments, including ICT as well as Business and Incident Management testing across a number of industrial sectors. During the webinar We will be discussing the lessons learnt from some of the following topics relating to recent tests:
- The challenges of Testing in Africa
- Relocation testing, announced and unannounced
- Barriers to effective relocation
- Environmental, political and geographic obstacles
- Expectations and Cynicism
- Social media
- Component testing, integrating both technical and business challenges
- The Crisis Management Simulation
- Real time Scenario based testing – pros and cons
- Lessons, a snapshot
Representative IT DR testing is essential to demonstrate that the capability will meet the businesses recovery requirements and justify the investment in the ITDR. However the challenges with ITDR testing and shortfalls within the underlying programme often leads to tests that prove little, give the organisation a false sense of security, deny any opportunity to improve the capability and ultimately put the organisation at risk.
In this Webinar we will explore the challenges associated with ITDR testing, how to overcome them and the pointers to the issues in the underlying programme.
Tous les professionnels rêvent que les participants aient hâte au prochain exercice sur table lorsqu’ils reçoivent l’invitation. Ce webinaire fournira des trucs sur comment rendre les exercices sur table dynamiques avec des exemples concrets tout en permettant de rencontrer les objectifs fixés.
Given the rising concern for Supply Chain incidents amongst Business Continuity professionals (up 11 places to 5th in BCI Horizon Scan Research Report 2015), we will look at considerations for those businesses managing complex supply chains and a best practice approach for mitigating the associated risks.
This session will focus on sharing some of our thoughts on crisis simulations methodology that creates a lasting value that goes beyond a simple 'fire drill' focusing only on the short term crisis. The foundation to our approach is preparation: the efforts an organisation puts into planning and customizing its crisis simulation approach can pay off many times over when a real crisis strikes- in personal preparedness, process improvement, team coherence, and raw confidence. We will explore what those are in more detail and their benefits of taking such an approach.
Regular and representative testing is the only sure-fire way of confirming that you have the capability, people, and processes in place to respond to unplanned events - whether they be positive, such as a sudden increase in demand for your products, or negative, such as a fire in your Head Office. However, at IBM we believe that Resilience should be designed in from the start; not just in IT systems but across the entire seven layer model of all Enterprises - from the Business Strategy, through the Organisational structure, within the Applications that support Business processes, through infrastructure and into the underlying building fabric of office and data centres.
Dr Martin Jowett and Dr Peter Newport MCBI will outline the important aspects all Enterprises should be adopting to prepare themselves for today's modern Business demands as the need to be 'always on' becomes a reality.
Getting, and keeping, Executive engagement for exercises is often the most 'testing time' for the BC practitioner. During his 20 years designing, running and observing Executive BC and Crisis Management exercises Ken Simpson has seen (and made) many mistakes. This session will share 5 of the more common mistakes observed and some learnings to help you avoid make the same mistakes.
Every practitioner dreams that when exercise participants receive the «save the date» invite that they are all excited to attend the next tabletop exercise. This webinar will give tips on how to make tabletop exercises dynamic with real-life examples while meeting set objectives.
As an organisation’s business continuity programme becomes more mature does the nature of their BC exercising also mature? As programmes evolve and maturity increases does the exercising of BC plans become less important and the exercising of strategies become more important? This webinar explores the subject of what we exercise, what we should be exercising and looks at how software can help facilitate the building of BC capability.
This session will focus on the common risks and threats across the financial services sector that drive clients to invest in designing and delivering simulation exercises to help them build and maintain readiness capabilities. Using a range of case studies, we will explore the benefits and challenges of running exercises in the sector, including some of the drivers and approaches to obtaining senior stakeholder buy-in (budget and time). Participants will learn about some of the key trends and learnings identified across the sector, in particular what best practices they can leverage for their own sector/ industry/ company, as well as what we anticipate the ‘big ticket’ scenarios will be this year.
IT has always been important as the back office, “nervous system” of the business, but now it is front of house, often defining the organisation to its customers. Furthermore, IT is changing rapidly to meet the flexibility, any place, any time and information demands of businesses today. Maintaining the resilience of cloud, mobile, social media, and “big data” based IT services is paramount for the organisation's reputation. But how do we assure this when the complexity and interconnectedness of IT services is increasing? - yet scheduled time to enhance resilience is diminishing.
Noel and Tony will explore these issues and the ways in which organisations are addressing them based on their experience with working with many of the world's most successful companies.
Many organisations have an incident or crisis management plan that outlines in clear guidelines what an incident or crisis management team is meant to do to manage the event. In reality, person, situation and team factors impact our ability to follow the plan and manage uncertain and complex incidents. Becoming aware of these potential pitfalls and exercising as a team and implementing the plan in practice enhances the team's ability to effectively manage an incident or crisis.
How the media portrays your incident will define whether your response is seen as a success or a failure. Communications with the media is a critical part of responding to an incident. Social media adds an extra dimension to the incident and increases the speed at which you need to respond. Social media gives a voice to your critics, customers, trolls and disgruntled ex-employees. Just because you don't use social media as an organisation does not mean that your brand is not discussed and reputation damaged. Exercises need to take this into account and for staff to be able to practice responding to the full range of possible media inputs.
Charlie and Jennifer will discuss different ways to play media and social media into your exercises and will share experiences of two recent exercises where media and social media played a major part.
Robert Clark MBCI will use case studies from his new book “Validating Your Business Continuity Plan” to consider the arguments for and against running unannounced live exercises. The studies will be based upon his own first-hand experience along with that of business continuity colleagues that he has worked with over the years. The live unannounced test scenarios will include:
- Testing for a 9/11 type scenario 16 years before the event
- Evacuating staff from their normal place of work, closing the building down for three days
- ICT Disaster Recoveries with a 30 minutes’ notice
- How a Christmas four day cruise sank a live test before it had even started
This webinar will delve into organizational preparedness, response, recovery, and business continuity considerations for active shooter incidents, including:
-Training and education before an incident occurs, so that individuals are empowered to make choices as to how they will react when confronted with an active shooter incident, as well as how to best coordinate with law enforcement and other pertinent stakeholders on preparedness measures for an active shooter incident.
-The importance of emergency notification, and having the tools and procedures in place so that they work seamlessly in emergencies like active shooter incidents that require immediate attention.
-The crisis management efforts required in the aftermath of an active shooter incident and associated challenges, including public information and outreach, deploying mental health and counseling resources, planning and conducting memorial services, and facilitating the resiliency of the organization and its people.
-Balancing the response and emotional aftermath of an active shooter incident with business continuity priorities and continuing essential functions and critical operations, including the challenges associated with dedicating the multitude of resources required to manage such an incident.
Phoenix has been recovering technology, people and processes for over 25 years. During that time, they've built up a wealth of knowledge and expertise in recovery situations. No-one is better placed in the industry to understand the significance of testing business continuity and disaster recovery plans.
In this session, Chris Coulson reviews feedback from Phoenix Recovery Engineers around the country, highlighting the common causes of invocations and the sometimes unexpected issues arising from rehearsal situations. If ever you needed evidence that an untested plan is worthless, you'll get it here! Experience a rehearsal from the perspective of a Phoenix recovery engineer, who will deliver practical tips to take back to your business and we discuss some compelling services that help both rehearsals and real-life invocations, run smoothly.
Many companies have their data backed up but it’s where it is backed up to that is important, the location of that data and how quickly you can access the data to enable the company to continue trading, which is vital.
Unless you can test these aspects you will not know until it is crunch time if your plan is faulty and by then it may well be too late.
Most importantly we will be looking at how you can test your plan without disruption to your business. We will also be hearing from Nikki Goringe Larkin, who has recently had to put her BCP into action, on the outcome and how important it is to test your BCP.
Recognizing the availability of managed services firms that specialize in data backup and disaster recovery, it may make sense for your organization to partner with a firm that offers Disaster Recovery as a Service (DRaaS), especially as it applies to DR plan testing. This webinar provides guidance on key activities to address when planning and executing a DR test in partnership with a DRaaS firm.
One of the most important activities to address when developing a technology disaster recovery plan is the plan test. The primary mission of the test is to validate that the data backup/recovery, system failover/recovery and system failback/restoration procedures you have defined work correctly. These activities will help you fine-tune your DR plans more precisely, and will ensure that your recovery teams know their roles and responsibilities during and after a recovery. This webinar provides guidance on how to plan and execute a successful DR test.
Risk management is an increasingly important
business driver and stakeholders have become
much more concerned about risk. Risk may be a
driver of strategic decisions, it may be a cause of
uncertainty in the organisation or it may simply be
embedded in the activities of the organisation. An
enterprise-wide approach to risk management
enables an organisation to consider the potential
impact of all types of risks on all processes,
activities, stakeholders, products and services.
Implementing a comprehensive approach will
result in an organisation benefiting from what is
often referred to as the ‘upside of risk’.
The global financial crisis in 2008 demonstrated
the importance of adequate risk management.
Since that time, new risk management standards
have been published, including the international
standard, ISO 31000 ‘Risk management –
Principles and guidelines’. This guide draws
together these developments to provide a
structured approach to implementing enterprise
risk management (ERM)
In today’s economy, companies need to be highly focused on managing costs. Strategies involving far-flung suppliers with single-source, just-in-time contracts and outsourced manufacturing and assembly agreements are aimed at reducing costs and boosting the bottom line. This type of procurement strategy may increase profit margins, but it also significantly raises the risk and potential impact of an unexpected disruption in the supply chain. This is particularly true when little is known about key and critical suppliers and their business continuity plans.
The most recent port slowdown in the US had global ramifications. Eight months of failed labor talks with longshore workers have brought West Coast port congestion to a breaking point.
It is no wonder that the results from the most recent BCI/BSI Horizon Scan report showed that Supply chain disruption has risen by 11 places from 16th last year. As a global economy with so many interrelated processes, it is imperative that we evaluate and address third party risk with the utmost urgency in order to find a way to mitigate and manage them.
Approaches to addressing risk can vary greatly with what types of risk are considered acceptable along with the methods chosen to mitigate and minimize potential impacts. Assessing critical suppliers as well as those downstream Tier 2 and Tier 3 providers is a critical part of doing business in a globalized marketplace. Objective evidence of compliance, such as certification to international business continuity standards like ISO 22301, as well as updating supplier information on a regular basis is quickly becoming part of the initial screening process for choosing suppliers and maintaining a level of confidence and transparency.
Join us as we discuss best practice business solutions.
Join us to review the emerging risks for 2015 as executives facing an environment of unprecedented volatility: market conditions change rapidly and new risks continue to proliferate. To navigate the continually changing and complex risk environment,
The webinar will be led by Ian Beale, Senior Director, CEB Risk
ISO 31000 was published as a standard on the 13th of November 2009, and provides a standard on the implementation of risk management. A revised and harmonised ISO/IEC Guide 73 was published at the same time. The purpose of ISO 31000:2009 is to be applicable and adaptable for "any public, private or community enterprise, association, group or individual." Accordingly, the general scope of ISO 31000 - as a family of risk management standards - is not developed for a particular industry group, management system or subject matter field in mind, rather to provide best practice structure and guidance to all operations concerned with risk management.
You already understand the process of risk management. The next step is to equip yourself to fully integrate business risk and opportunities for innovation into your organisation's corporate governance model.
Risk sources are more often identified and located not only in infrastructural or technological assets and tangible variables, but in Human Factor variables, Mental States and Decision Making. The interaction between Human Factors and tangible aspects of risk, highlights the need to focus closely into Human Factor as one of the main drivers for Risk Management, a "Change Driver" that comes first of all from the need to know how humans perform in challenging environments and in face of risks
At the heart of any effective risk process are two common qualities of strong team work and open communication. This, supported by strong action and solution orientation enable the Risk Management function to carry out its mandate effectively. Risk Champions are central to this, and used well, they become the glue that can hold risk activities together.
A Risk Register is a Risk Management tool commonly used in risk management and compliance . It acts as a central repository for all risks identified by the organisation and, for each risk, includes information such as source, nature, treatment option, existing counter-measures, recommended counter-measures and so on.
Business continuity encompasses a loosely defined set of planning, preparatory and related activities which are intended to ensure that an organization's critical business functions will either continue to operate despite serious incidents or disasters that might otherwise have interrupted them, or will be recovered to an operational state within a reasonably short period. As such, business continuity includes three key elements: 1. Resilience: critical business functions and the supporting infrastructure are designed and engineered in such a way that they are materially unaffected by most disruptions, for example through the use of redundancy and spare capacity; 2. Recovery: arrangements are made to recover or restore critical and less critical business functions that fail for some reason. 3. Contingency: the organization establishes a generalized capability and readiness to cope effectively with whatever major incidents and disasters occur, including those that were not, and perhaps could not have been, foreseen. Contingency preparations constitute a last-resort response if resilience and recovery arrangements should prove inadequate in practice.
Root cause analysis (RCA) is a method of problem solving used for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem fault-sequence prevents the final undesirable event from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause.
Reputational risk, often called reputation risk, is a risk of loss resulting from damages to a firm's reputation, in lost revenue; increased operating, capital or regulatory costs; or destruction of shareholder value, consequent to an adverse or potentially criminal event even if the company is not found guilty. Adverse events typically associated with reputation risk include ethics, safety, security, sustainability, quality, and innovation. Reputational risk can be a matter of corporate trust.
The focus of this programme is manifold and address the following issues: fostering the use of the tools of risk assessment and risk management in new fields of application such as policy making; providing a platform between the insurance community, the engineering and academic communities and policy makers to discuss risk issues; promoting the concept of the insurability of risks as the natural borderline between State legislation and the market economy; identifying new opportunities for insurers in the emerging sustainability concept in order to enlarge the field of insurable risks
In our modern society, computerized or digital control systems have been used to reliably automate many of the industrial operations that we take for granted, from the power plant to the automobiles we drive.
Insurance is the equitable transfer of the risk of a loss, from one entity to another in exchange for payment. It is a form of risk management primarily used to hedge against the risk of a contingent, uncertain loss. An insurer, or insurance carrier, is a company selling the insurance; the insured, or policyholder, is the person or entity buying the insurance policy. The amount of money to be charged for a certain amount of insurance coverage is called the premium. Risk management, the practice of appraising and controlling risk, has evolved as a discrete field of study and practice.