Managing Current and Future Industry Trends
Through my Core Capabilities above, I specialize in managing the operational challenges associated with the following industry trends:
- Globalization - As companies continue to globalize, they have to manage a more geographically diverse footprint of assets and an international work force, which are exposed to a spectrum of operational challenges and risks.
- Increasing Technology Complexity - Trends in technology advances and improvements, such as cloud and mobility technologies, create challenges for implementation, operation, resilience and performance management. Consistent and structured approaches to identifying strategies, determining cost-risk trade-offs in business cases, formulating a feasible implementation roadmap and executing on implementation programs are imperative to build successful operational environments. Continuous improvement and disciplined execution in the deployed operational environments are key to maintaining and gradually improving service delivery and customer satisfaction. Integrated risk, resilience and quality management combined with a structured, disciplined programatic approach to strategy, implementation and operation are, therefore, fundamental to optimizing complex technology-driven operations.
- External Regulatory and Compliance Requirements - The increasing number of cross-industry and sector specific regulatory and compliance requirements must be proactively managed within corporations and across their business partners.
- Board Oversight and Senior Management Accountability - Increasing focus by Boards of Directors on operational risks, impacting enterprise obligations to customers, business partners, regulators and employees, requires more clear and frequent communication of senior management's accountabilities and actions to address the overall enterprise operational risk portfolio and ROI requirements.
- Operational Outsourcing/Off-shoring and Supply Chain Dependencies - Organizations continue to outsource and offshore parts of their operations and find themselves managing more complex vendor and supplier relationships, requiring a more robust and comprehensive approach to managing operational risk, resilience and performance across these arrangements and relationships.
- Merges and Acquisitions - Due diligence, integration and streamlining of operations from mergers and acquisitions present significant challenges to ensure operational risks and interdependencies are properly identified and, consequently, managed in a timely and proactive manner to fully realize the return on investment.
- Continual Operational Transformations and Change Management - As enterprises continue to seek more effective and efficient operational models, the transformational programs and their corresponding change management initiatives introduce implementation and operational risks during the transition, which require consistent methods to identify and treat these risks across key domains and constituencies while optimizing operational effectiveness/efficiency and protecting service availability and customer satisfaction.
- Need For Effective Crisis/Incident Management – More than ever, high accountability is being placed on senior management to effectively respond to enterprise-wide events that impact the company’s brand, business operations and employees. The liabilities that may result from failure to timely, decisive and appropriate level of response to a wide spectrum of company-affecting events can be significant, punitive and stock price devaluing.
- Increasing Security Threats - Information security programs continue to be challenged by increasing threats, requiring more coordination between other operational risk management programs to ensure consistent and stronger governance, proactive measures and reactive countermeasures across business continuity, disaster recovery, crisis and security management.
- Insurance Portfolio and Management - The corporate insurance portfolios are becoming more intimately coupled with their respective operational risk management programs as effective risk management can reduce insurance premiums, and due diligence and execution of risk management plans are carefully evaluated during processing of insurance claims.
My approach to address these trends and their resulting challenges is to:
- Identify the key risks, stakeholder concerns, operational gaps, quality/performance issues and existing risk/resiliency/performance mitigation capabilities through comprehensive assessments of the business requirements and operational environment.
- Develop frameworks, processes, program management capabilities, key performance indicators and appropriate level of cadence in order to consistently and sustainably manage risks and risk management programs.
- Device collaboratively across business units and key stakeholders the most effective approach and solutions for risk mitigation, resilience improvement, quality/performance improvement, contingency planning and management oversight in order to tackle existing, anticipated and interrelated challenges.
- Coordinate, implement and manage cross-functional initiatives to mitigate risk/resiliency and improve quality/performance, including process, technology and people related efforts, with the appropriate level of program management, monitoring and reporting.
This structured approach drives continuous improvement to risk/resiliency management, quality/performance management and related initiatives, and yields measurable results.