2. Page 2 Sean Murphy CEO & President, Lootok Sean is CEO
& President of Lootok, an operational risk management
consulting firm based in New York. Founded in 2006, Lootok brings a
fresh perspective to managing organizational resiliency initiatives
including business continuity and crisis management. Chris de Wolfe
Director of Corporate Risk, Mars Incorporated Chris is Director of
Risk Management at Mars Incorporated. In providing operational risk
management direction and leadership to all Mars units worldwide,
Chris oversees property loss control, safety audits and liability
exposure analyses, international insurance, and business continuity
planning activities worldwide.
3. Page 3 Assemble examples of innovative practices that
address your organizational challenges in risk management. Discover
how to create experiences that demonstrate the strategic value of
risk management. Adopt strategies to increase buy-in and
implementation from various levels of your organization.
4. Page 4 Oh, the plight of todays risk managers. Often viewed
as little more than buyers of insurance, they have struggled to
deliver value and needed oversight to business operations in a way
that would improve results and maybe even earn them some desired
attention from upper management.
5. Page 5
6. Page 6 Asset Conservation Prevent loss Before Business
Continuity Manage & respond During Corporate Risk Recuperate
losses After
7. Page 7 Make it real Build a brand Design information for
usability Think global, act local Break it up into pieces 1 2 3 4
5
8. Page 8 1 2 3 4 5
9. Page 9 Demand Model Unaware Draftee Enlisted Loyalist
Evangelist Barriers Lack of awareness Lack of interest Lack of time
Lack of perceived value Lack of support Drivers Interest Incentive
Desire for success Consequence Desire to belong
10. Page 10
11. Page 11
12. Page 12
13. Page 13 21 3 4 5
14. Page 14 10% of what we read 20% of what we hear 30% of what
we see 50% of what we hear and see 70% of what we say and write 90%
of what we do or interact with 10% of what we read 20% of what we
hear 30% of what we see 50% of what we hear and see 70% of what we
say and write 90% of what we do or interact with
15. Page 15
16. Page 16
17. Page 17
18. Page 18
19. Page 19 31 2 4 5
20. Page 20
21. Page 21
22. Page 22 41 2 3 5
23. Page 23
24. Page 24
25. Page 25 51 2 3 4
26. Page 26 Expansion Reliance on critic businesses partners
means their risk is ours extend BCM beyond our walls Finishing
Complete plans for office functions and manufacturing sites
Structural integrity Ensure program value and integrity Build
awareness and introduce corporate quality standards for office
Business Recovery plans ISO Standard Be an industry example by
achieving ISO 22301 alignment Foundation building A strong
foundation is the key success of any program lay the groundwork and
formally establish the program within the organization
27. Page 27
28. Page 28
29. Page 29
30. Page 30
31. Page 31 KEEP THIS SLIDE FOR EVALUATION INFORMATION/MOBILE
APP ETC. Please complete the session survey on the RIMS14 mobile
application.
32. Page 32 Presenter Tips #2 Delete this slide after use
Desired Dimension Desired Outcome for Attendee Suggested
Teaching/Learning Strategies Foundational knowledge Understanding /
remembering Presentation, lecture, question-and-answer, large and
small group discussion, teaching others, game Application and
problem solving Critical and practical thinking, creativity,
managing projects, performance skills Hands-on procedure, live or
video demonstration, simulation, case study, role-play,
question-and-answer, theory and model building, critical review,
Integration Connecting ideas, disciplines, people, realms What if
compare and contrast, concept mapping, cross-disciplinary teams,
cross-disciplinary cases, theory and model-building, examples
within and across contexts Human Leadership, ethics, teamwork;
implications for social, cultural, political, environmental Case
study, group project, debate Aspiration Desire to succeed,
developing a keen interest, making a commitment Role modeling,
debate Adapted from Source: Teacher & Educational Development,
University of New Mexico School of Medicine, 2005