This series of posts started with recommendations for senior management to make small adjustments to provide better early warning of Enterprise level disruption. Here are the recommendations in greater detail.
Actions for senior management:
1) Set a path that allows you to talk to a wide variety of staff and stakeholders regularly. One effective method is to make sure that every manager gets to talk to a real customer to hear their voice.
2) Pull your most effective people aside and make sure their managers give them the time and information sources to think about similar disruptions. When was the last time business continuity or production failure plans were tested? An effective task is to give good people time to consider “what if” and test contingencies.
3) Put time aside for senior management to exchange the plans in their areas with others. What are the treasury operations plans in the case of sudden currency changes? What if weather affected logistics? If raw materials get embargoed what are the effects on the enterprise? All these questions are ‘covered’ – how?
The key for enterprises is to take a very small part of overall resources – including senior management time and attention – to build from the ‘intelligence’ to solid risk management actions.
We’ve told the what. If you’d like to discuss the How, reach us at sales@ekalore.com
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