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Activity Matrix

Managing risk is entirely dependent upon access to information. This information resides in many functional silos and at many levels within the typical organization. The manner in which an organization manages information can be the single most important factor for effectively managing risk. Openness is the key.

“Reactive” organizations don't readily share information. “Active” organizations share information across the enterprise and with external partners and stakeholders. “Reactive” organizations tend to transfer their risk to a third party for a price (premium), while “active” organizations retain risk and avoid unnecessary expenditures.

Adoption of emerging platforms and technologies is often delayed until an organization feels its culture is “ready” for the next step. This is particularly true for risk management because most organizations prefer to minimize the collection and distribution of "failure data." Active Agenda's communication framework helps “active” organizations identify, attack, and preempt "failure." Active Agenda can help “reactive” organizations see what's possible and migrate methods from closed to open.

It is often said that 90% of problem solving is problem “seeing.” Sometimes, people just need to see what's possible.

How Active is Your Agenda?
REACTIVE
PROACTIVE
INTERACTIVE
ACTIVE
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Use "fog" solutions that reduce data visibility (spreadsheets and other private document formats)
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Use domain driven systems and solutions
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Use centralized local systems and solutions
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Use “cloud” solutions to expand resources, improve information, and facilitate access to data
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Information is hoarded and access to data is restricted
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Information is “pushed” to internal stakeholders
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Information is “pulled” by internal stakeholders
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Information is “pushed” to, and “pulled” by, internal AND external stakeholders
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Work in silos
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Work in functionally balanced teams
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Work in “best suited” teams
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Work in decentralized and delayered teams while centralizing information flow
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Hiring: What? then how much?
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Hiring: What? then who?
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Hiring: What? then how? then who?
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Hiring: Who? then what? how is obvious
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Focus on costs of insurance
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Focus on traditional loss costs (transferred and retained)
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Focus on the “Total Cost of Risk”
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Focus on all loss costs flowing from uncertainty
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Treat risk management as a stand alone function
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Treat risk management as an overlapping function
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Treat risk management as an integrated function
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Treat risk management as a universal creator and protector of value
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Simplify risk assessment to achieve minimum compliance
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Simplify risk assessment by Pareto
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Simplify risk assessment with an embedded mindset
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Simplify risk assessment process while resisting over-simplification of risk assessments
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Focus on downstream performance indicators
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Focus on upstream (process) performance reports
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Focus on user-defined process performance data
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Focus on providing open access to process performance data
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Treat risk management as a “necessary evil”
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Treat risk management as a priority function;
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Treat risk management as a cross-functional platform
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Treat risk management as an integral part of all organizational processes
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Commit to risk control using slogans and banners
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Commit to risk control with demonstrable loss prevention
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Commit to risk control with demonstrable loss prevention and awareness for mitigation (resilience)
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Commit to risk control with demonstrable loss prevention AND mitigation (resilience)
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Defer to hierarchy
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Defer to subject matter experts
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Defer to key human resources
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Defer to expertise, irrespective of function, status, or hierarchy
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Preoccupied with perception
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Preoccupied with reporting
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Preoccupied with removing information filters
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Preoccupied with failure





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