Entries by Nathan Ives

The Big Picture of Business – Achieving the Best by Preparing for the Worst: Lessons Learned from High-Profile Crises, part 4 of 4

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Thinking Through the Strategies Crisis management is so much more than handling of the media. A major oil company had a plant explosion and proceeded to do a good job of communicating afterwards. Unfortunately, the follow-through never transpired after the media coverage died down. Thus, lawsuits flew in the company’s face. My client (a different […]

The Advisor’s Corner – Is Burnout a Reality?

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Question: Is ‘burnout’ a reality, or am I just being a whiner? StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor) It’s true that burnout behaviors can look a lot like victim behaviors. However, burnout is a real state of mind and can be debilitating in many ways. If you are trying to decide whether or […]

Risk Management Best Practice 5a – Monitoring for Organization-Wide Performance Risk Associated with Large Capital Projects

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StrategyDriven Risk Management Best Practice ArticleLarge capital projects represent a significant investment on the part of an organization and can therefore impact, either positively or negatively, the company’s financial position, if not its viability. Consequently, executive and manager attention and financial support may be disproportionately applied to the capital project(s), particularly in the event of overruns, at the detriment of problem resolution at the organization’s other operating assets.

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Golden Rules for Dealing with Asian Businesses, part 3 of 3

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11. Utilize networks Asian societies make great use of networks. In China the basis is the family system which operates not only in the People’s Republic, but also overseas in Hong Kong, Singapore, Taiwan, Indonesia, Europe and North America. In Japan networking takes place also among families but more so among classmates and university colleagues. […]

Risk Management Best Practice 5 – Ongoing Risk Monitoring

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Every organization is challenged by risks manifest through its many different day-to-day operations. To help monitor and manage these risks, most organizations employ groups providing performance and compliance risk assurance so that significantly adverse consequences are avoided. These groups typically carry out their function through the conduct of periodic, in-depth assessments of those areas representing the highest risk to the company. Such assessments are both costly and time consuming; their accuracy rapidly diminishing with the passage of time since the assessment’s performance.