Fixing substantive math and method is half of the need. The people, nature of the discipline, and fostering growth and improvement from individuals to an entire organization are essential to enable substantive math and method change. To help you more easily achieve innovate, Think. Design. Cyber. distinctively offers guidance in...
This can take the form of guidance for you as...
As designed in The Operational Risk Handbook (Brian Barnier, Harriman House, United Kingdom, scroll down for more), the Outcomes Accelerator Workshops are designed with the intention of achieving six months of work in six weeks.
The workshop itself is one to three days, plus preparation and follow-up. There are three types of workshops that typically flow from one to another, depending on the situation:
Onsite on virtual "learn by doing" learning sessions and workshops to walk through, explore and apply learnings -- in your own setting, with your own needs, to advance your objectives.
Conference talks where you select what you aspire to have your audience learn and apply in your audiences' daily lives.
You select what matters most to you from the Design Thinking 4 Cybersecurity(TM) online course in critical, systems and design thinking for cybersecurity.
Brian Barnier and Prachee Kale have designed a course on proven and practical insights from critical thinking, systems thinking and design thinking for cybersecurity hosted exclusively on CyberEd.io.
Design thinking for cybersecurity --
The 9-module course covers:
To help you achieve your objectives more quickly and easily, guidance conversations can be designed around your needs, your situation, your systems, your real problems, your critical questions, your low-hanging fruit opportunities, your big challenges and your timeframes.
The Operational Risk Handbook is a groundbreaking new book. It seeks to apply for the first time a range of proven operational risk techniques from other industries and disciplines to the troubled territory of financial services.
Operational risk expert Brian Barnier introduces a range of sophisticated, dependable and - crucially - approachable tools for risk evaluation, risk response and risk governance. He provides a more robust way of gaining a better picture of risks, shows how to build risk-return awareness into decision making, and how to fix (and not just report) risks.
The practical importance of fully understanding and acting on risk to the business begins in the foreword on plan-B thinking, penned by Marshall Carter, chairman of the NYSE and deputy chairman of NYSE Euronext.
The book is unique because:
- It is not just about modeling and a few basic tools derived from regulatory requirements. Instead, it looks at management of risk to operations across industries, professional disciplines and history to help ops risk leaders become aware of the entire landscape of proven experience, not just their own conference room.
- It is not just about compliance. Instead, it looks to operations as part of performance - managing risk to return for shareholders and other interests (e.g. guarantee funds).
- It is not content to look at risk in stand-alone segments or silos; instead it takes a systems approach.
- It is not just about ops risk leaders sharing war stories at a conference. Instead, it introduces a panel of six financial institution board members who get risk management and provide their perspectives throughout the book to encourage/demand more from ops risk to meet the needs of the institution in the world.
- It is not a semi-random collection of tips and tricks. Instead, it is grounded in a risk-management process flow tailored to financial companies from a range of proven experience, providing tools to help at each step.
Suitable for companies of all sizes, this book is of direct relevance and use to all business managers, practitioners, boards and senior executives. Key insights from and for each are built into every chapter, including unique contributions from board members of a range of companies.
The Operational Risk Handbook for Financial Companies is an essential book for making better decisions at every level of a financial company; ones that measurably improve outcomes for boards, managers, employees and shareholders alike.
Systems mapping and modeling is straightforward. Yet, the complexity of the task grows with the complexity of the system. Then the realization sets in that a complex system is also dynamic and often chaotic. To make it easier, guidance for mapping and modeling with software is offered.