JULIA GRAHAM, FCII, FBCI, MIRM, CHARTERED INSURER, has worked in the insurance industry in the UK for 30+ years in a variety of managerial roles, including marketing, underwriting and operations. In the early 1990s, she set up the first in-house Risk Management capability for the multi-national insurance company Royal Insurance. In 1996, following the Manchester bombing, she led the recovery team for the Royal Insurance business in Manchester, one of the most severely affected locations in Manchester and working environment for more than 600 employees.
Graham went on to become the Group Risk Manager for Royal & SunAlliance with global responsibility for operational and strategic risk. This role included the responsibility for establishing policy and good practice for business continuity management across the organization. In addition to the Manchester bomb recovery, which touched aspects of post-trauma, asset recovery and insurance claims management, Graham has practical experience of recovery situations including those touched by asset damage, SARS, employee death, kidnap for ransom, The World Trade Center and the bombings in London July 2005.
An enthusiast for the risk profession, Graham has experience in a number of industry governance roles as an officer of local and national Chartered Insurance Institute committees, the Council of AIRMIC (the UK association for insurance and risk managers), the Board of the BCI (Business Continuity Institute), the Board of the ifs (The Institute of Financial Services) and the UK Advisory Board for SunGard.
A resident of the UK, Graham has worked in all continents of the world and is a regular author of risk management articles. Her conference speaking engagements have included the US, Australia, New Zealand, the UK, Continental Europe and Asia.
In 2004 Graham took a position with the global legal services organization DLA Piper Rudnick Gray Cary as Chief Risk Officer. One of the world's leading legal organizations, her role has covered all aspects of risk management, including operational risk and business continuity management. DLA Piper is a rapidly expanding organization and at the time of publication of this book, Graham's role embraced 23 countries and more than 50 cities.
Graham chaired the team assisting the British Standards Institution (BSI) in creating a British and International Standard for risk management. She is a Fellow of the Chartered Insurance Institute, a Fellow of the Business Continuity Institute, a Member of the Institute of Risk Management and a Chartered Insurer.
DAVID KAYE, FRSA, FCII, FBCI, MIRM, CHARTERED INSURER, spent much of his working life as a resident, and with bottom-line responsibility, for multi-million-pound insurance and financial services businesses in the United Kingdom, Holland, Caribbean and the Far East. A two-year secondment to work with a Police Service reporting to the Chief Constable added further valuable and wide-ranging experiences.
Prior to his death in 2008, Kaye was a global management consultant and a Divisional Director within an multinational group of companies and carried the Group responsibility worldwide for operational risk and continuity planning. In this role Kaye evaluated and managed risk, and also developed and exercised continuity plans. He was required on numerous occasions to implement those plans and lead the response following potentially business-destroying damage by IRA bombs, and by numerous other natural and manmade disasters around the world.
Kaye therefore brought to this book a mixture of wide international experience, a track record of achievements at Board level and as CEO, and also a deep experience of the international world of business risk and its consequences.
He lived in six different countries, worked in 26 countries and led workshops and/or addressed public and corporate audiences on Business Risk in 17. He authored the Chartered Insurance Institute's examination textbook on Risk Management and The Institute of Risk Management appointed him to the new role of lead examiner on business continuity risks. His many articles on risk and related subjects have been published by the Geneva Association and many other magazines and professional bodies.
Kaye also served as a member of the team assisting the British Standards Institute in creating a British and International Standard for Continuity risk management and assisted other industry bodies in a variety of ways.
Kaye was a Fellow of the Chartered Insurance Institute, a Fellow of the Royal Society of Arts, a Fellow of the Business Continuity Institute, a Member of the Institute of Risk Management and a Chartered Insurer.
After years of working with the traditional practices of business continuity (BC) – in project management, higher education, contingency planning, and disaster recovery – David Lindstedt and Mark Armour identified unworkable areas in many core practices of traditional BC. To address these issues, they created nine Adaptive BC principles, the foundation of this book:Deliver continuous value. Document only for mnemonics. Engage at many levels within the organization. Exercise for improvement, not for testing. Learn the business. Measure and benchmark. Obtain incremental direction from leadership. Omit the risk assessment and business impact analysis. Prepare for effects, not causes.
Adaptive Business Continuity: A New Approach uses the analogy of rebuilding a house. After the initial design, the first step is to identify and remove all the things not needed in the new house. Thus, the first chapter is “Demolition” – not to get rid of the entire BC enterprise, but to remove certain BC activities and products to provide the space to install something new. The stages continue through foundation, framework, and finishing. Finally, the last chapter is “Dwelling,” permitting you a glimpse of what it might be like to live in this new home that has been created.
Through a wealth of examples, diagrams, and real-world case studies, Lindstedt and Armour show you how you can execute the Adaptive BC framework in your own organization. You will:Recognize specific practices in traditional BC that may be problematic, outdated, or ineffective. Identify specific activities that you may wish to eliminate from your practice. Learn the capability and constraint model of recoverability. Understand how Adaptive BC can be effective in organizations with vastly different cultures and program maturity levels. See how to take the steps to implement Adaptive BC in your own organization. Think through some typical challenges and opportunities that may arise as you implement an Adaptive BC approach.
Smart Growth accounts for the complexity of growth from the perspective of organization, process, change, leadership, cognition, risk management, employee engagement, and human dynamics. Authentic growth is much more than a strategy or a desired result. It is a process characterized by complex change, entrepreneurial action, experimental learning, and the management of risk. Hess draws on extensive public and private company research, incorporating case studies of Best Buy, Sysco, UPS, Costco, Starbucks, McDonalds, Coca Cola, Room & Board, Home Depot, Tiffany & Company, P&G, and Jet Blue. With conceptual innovations such as an Authentic Earnings and Growth System framework, a seven-step growth funnel pipeline, a Growth Decision Template, and a Growth Risks Audit, Hess provides a blueprint for an enduring business that strives to be better, rather than simply bigger.
In 2003, Seth Godin’s Purple Cow challenged organizations to become remarkable—to drive growth by standing out in a world full of brown cows. It struck a huge chord and stayed on the Business-Week bestseller list for nearly two years. You can hear countless brainstorming meetings where people refer to purple cows and say things like, “That’s not good enough. We need to create a big moo!”
But how do you create a big moo—an insight so astounding that people can’t help but remark on it, like digital TV recording (TiVo) or overnight shipping (FedEx), or the world’s best vacuum cleaner (Dyson)? Godin worked with thirty-two of the world’s smartest thinkers to answer this critical question. And the team—with the likes of Tom Peters, Malcolm Gladwell, Guy Kawasaki, Mark Cuban, Robyn Waters, Dave Balter, Red Maxwell, and Randall Rothenberg on board—created an incredibly useful book that’s fun to read and perfect for groups to share, discuss, and apply.
The Big Moo is a simple book in the tradition of Fish and Don’t Sweat the Small Stuff. Instead of lecturing you, it tells stories that stick to your ribs and light your fire. It will help you to create a culture that consistently delivers remarkable innovations.
Howard Marks, the chairman and cofounder of Oaktree Capital Management, is renowned for his insightful assessments of market opportunity and risk. After four decades spent ascending to the top of the investment management profession, he is today sought out by the world's leading value investors, and his client memos brim with insightful commentary and a time-tested, fundamental philosophy. Now for the first time, all readers can benefit from Marks's wisdom, concentrated into a single volume that speaks to both the amateur and seasoned investor.
Informed by a lifetime of experience and study, The Most Important Thing explains the keys to successful investment and the pitfalls that can destroy capital or ruin a career. Utilizing passages from his memos to illustrate his ideas, Marks teaches by example, detailing the development of an investment philosophy that fully acknowledges the complexities of investing and the perils of the financial world. Brilliantly applying insight to today's volatile markets, Marks offers a volume that is part memoir, part creed, with a number of broad takeaways.
Marks expounds on such concepts as "second-level thinking," the price/value relationship, patient opportunism, and defensive investing. Frankly and honestly assessing his own decisions--and occasional missteps--he provides valuable lessons for critical thinking, risk assessment, and investment strategy. Encouraging investors to be "contrarian," Marks wisely judges market cycles and achieves returns through aggressive yet measured action. Which element is the most essential? Successful investing requires thoughtful attention to many separate aspects, and each of Marks's subjects proves to be the most important thing.