Entries by Nathan Ives

Evaluation and Control Program Warning Flag 3 – Using Data as Information

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Too often, individuals align themselves with a particular statistic or data point as though it infallibly supported their position. In these instances, raw data is assigned meaning absent context from the surrounding environment and possibly in spite of flaws and biases in its collection. While the assignment of meaning to a particular data point may serve one’s immediate purpose, it often leads to erroneous conclusions and may result in undesirable outcomes.

StrategyDriven Podcast Episode 45 – Marketing & Sales: Closing the Value Gap

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StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website. Episode 45 – Marketing & Sales: Closing the Value Gap examines the evolution of the […]

Podcast: Play in new window | Download (Duration: 27:52 — 38.5MB)

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StrategyDriven Launches Operational Risk Management Resource Forum

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StrategyDriven is proud to announce the launch of a risk management resource forum; providing innovative thought leadership and collaboration opportunities to help leaders effectively address their most pressing operational risks.     After seeing the devastation from the Texas fertilizer plant and Louisiana chemical plant explosions, StrategyDriven wanted to help industrial and utility leaders better […]

Risk Management Warning Flag 1 – Unadjusted Resourcing of Risk Monitoring Activities

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Major projects typically add significant operational, financial, reputational, and regulatory risk to an organization’s overall risk profile. This project risk may by itself exceed the normal level of organizational risk leaders are accustomed to dealing with. Consequently, these strategic projects demand the implementation of risk identification, monitoring, mitigation, and control activities. These risk management activities, however, are often unaccounted for in the project’s budget and instead draw resources away from the organization’s other risk management efforts; diminishing the business’s overall ability to effectively manage its other risks.