Category Archives: Chap 13 Lean and agile

5 fundamentals of lean

The access Group is a consulting firm working across a wide range of sectors.  They have a wide range of resources (here) on the subject of lean from which I have selected an article that talks about the five basic … Continue reading

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How ERP and agility can go hand-in-hand

Great article from Mckinsey Insights about two apparently disparate topics – agility and enterprise resource planning (ERP).  In our book we define ERP as “an extension of business systems integration across different companies in the supply network”.  But McKinsey’s definition … Continue reading

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Insights from.. BCI

The Business Continuity Institute has a unique feature that I have not come across before – Student Research.  This allows students to conduct surveys into business continuity issues on the BCI website.  Other associations please take note! Like other association … Continue reading

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Europes’s largest megaproject?

Last night on the news we were told that HS2 is Europe’s largest project. But I’m fairly sure that Norway’s proposed new coastal highway is a megaproject that makes HS2 look fairly routine.

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Research Insight: Business models and business continuity

This article by Niemimaa et al (2018) suggests that business continuity management (BCM) is too focused on day-to-day operations and their resilience.  However external threats (such as digital technologies, crowd sourcing and the sharing economy) may not only affect such … Continue reading

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Risk management? Crisis management? Business continuity management?

It seems that there is a great deal of confusion about how risk, crisis and business continuity management relate to each other.  For instance, Tony Jacques in his blog raises this issue and attempts to resolve it.  The only trouble … Continue reading

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Leading and lagging risk indicators

In our book we discuss the concept of “leading” and “lagging” in relation to capacity (pages 192-193).  But the concept can be applied in other contexts, such as performance management or risk management – as this Prism article illustrates. To manage risk, … Continue reading

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Research Insight: Central versus local control in disaster management

In most large organisations there is a tension between what should be managed at the centre and what should managed at a local level.  To a certain extent, in many contexts this should be resolve by big data and AI. … Continue reading

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Not all crises can be managed…

This report in The Caterer explains why an historic Ludlow hotel has had to go into administration as a result of a Legionnaires outbreak.  It is a timely reminder that not all crises can be successfully managed and that a … Continue reading

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Resilience – what it is and what you should do about it

Interesting blog from Kuniyuki Tashiro about the concept of “resilience”.  ISO 22300 defines this as the “adaptive capacity of an organization in a complex and changing environment”.  But Tashiro points out that this is interpreted in a number of different … Continue reading

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