Primo

Source: THE ECONOMIC UPDATE, July 2011, PRIMO Malta

John O’Dea speaks to Martin Vella about the importance of developing exchanges of information and expertise to establish risk management as a natural and integral part of good public governance.

EDITOR’S NOTE
John O’Dea is President of PRIMO Malta and a member of the Executive Board of PRIMO Europe, a Pan-European organisation registered and domiciled in Brussels, was set up at a UDITE meeting in Dublin in 2007, to enhance public risk management as an integral part of public governance. He has had a varied career in top managerial and executive posts in the manufacturing, retail and hospitality industries and is currently employed as a consultant with Scotts Supermarkets.

COPORATE BRIEF
PRIMO Europe was created on the 6′th December 2005, by UDITE- the Pan- European Union of Local Authority Chief Executives of Europe with the aim of making risk management an essential part of good management in the public sector. Since its inception, PRIMO Europe has developed rapidly with chapters in Denmark, France, Nederland, Flanders and now also in Malta – a network which offers its members a comprehensive web library, guidance and counseling, as well as an introductory online course in risk management. (more…)

Source: Harvard Business Review
Author: Vijay Govindarajan

Your organization won’t innovate productively unless some underlying factors are in good shape. If “10″ is outstanding and “1″ is poor, how do you rate your organization on each of these?

1. A compelling case for innovation. Unless people understand why innovation is necessary, it always loses to core business or the performance engine in the battle for resources. The performance engine is bigger, is the center of power, and can justify resources based on short term financial results. So the case for innovation has to be made, and it better be compelling. Read more >

Préparer le secteur public à la gouvernance des risques publics : premiers pas vers un référentiel ISO 31000: Cadre de gestion des risques et retours d’expériences

Source: Marsh, PRIMO

La gestion des risques occupe une place de plus en plus importante dans les préoccupations des dirigeants territoriaux. Dans un contexte de quête d’efficience plus marquée, de diversification des outils de la commande publique et de développement des partenariats, la gestion des risques devient un élément incontournable de la gestion publique. Elle participe à l’optimisation des ressources comme à l’atteinte des objectifs.

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Amy Edmondson, Harvard Business School professor, describes strategies for analyzing workplace mistakes and producing more intelligent ones.

She is the author of the HBR article Strategies for Learning from Failure.

Source: Harvard Business Review. Read more >

When it comes to business, we are incredibly unaccepting and fearful of making mistakes. And forget about admitting to our mistakes, as that may be construed as a sign of weakness.

But business and leadership is all about relationships. And in any relationship, things go wrong, mistakes are made, ups are followed by downs. The strength of a relationship is not how perfect it is, but how resiliently it deals with the inevitable failures.

Source: Harvard Business Review. Read more >

Source: TNO Defence, Security and Safety
Authors: Eric Luiijf and Marieke Klaver

Abstract
This paper discusses critical infrastructures (CI) and their dependencies, with as central theme the hypothesis that a lack of CI situational awareness and protection in emergency management operations results in unnecessary amplification of the consequences. This paper discusses the hypothesis and findings along some well-known international emergencies analysed from the perspective of the hypothesis. (more…)

Adding the outside-in perspective to Enterprise Risk Management

Source: Principal RiiR
Author: Koenraad van Hasselt

Could Toyota, BP, SHELL, ENRON and WorldCom have avoided the damage to their reputations ? Probably not, but if only their Executive Boards would have been informed about early signals of negative stakeholder opinion, they might have gained valuable time to prepare for the impending crises, prevent escalation of decreasing stakeholder support and limit reputational damage. In order to do this, companies need to put the right listening posts, pick up signals, recognize the patterns and monitor these over a period of time. (more…)