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Management traditionally handles common variation, while risk and compliance functions address specialized threats facilitates appropriate trade-offs between opportunities to improve margins and measures to contend with threats

lines SHIELDS (resiliency, integrity, margin, safety, etc) - protect organization and staff against threats in case of emergency TACTICAL (risk and compliance measures) - defend crew and organization against threats ALERT STATUS (change management) - adapt to changes in objectives, terrain, threat levels. (Gemba, investigations) - first contact, reconnaissance LONG RANGE SENSORS (leading indicators) - threat

Traditionally, risk management was synonymous with damage control – identifying potential threats and Risks Uncertainty can manifest in both positive and negative ways, leading to either opportunities or threats organizations rely on margins, insurance and contingency reserves to buffer against potential losses (threats

We were discussing operational threats stemming from a reorganization , something particularly critical Different domains have their own risk vocabularies, often leaving broader threats unseen.

Threats Companies may find after a significant incident has occurred that regaining their social license The stronger a company's legitimacy the more resilient it is to threats against their social license. culture, etc.) by the organization to achieve the desired outcomes Identify and evaluate risks (both threats

Until the threat arrives we have time to improve our vision to understand its nature and devise strategies Most threats are a manifestation of uncertainty which is the root cause of risk (ISO 31000). However, threats often will not be limited to either one but will consist of all forms of uncertainty When risk behaves mostly like aleatory uncertainty (random, chaotic, complex): Assume the threat is As our knowledge of the threat increases and effectiveness of risk measures is better understood our

hazard, Management , risk is about uncertainty on system objectives, Health and Safety , risk is a threat to personnel, Finance , risk is threat to return on investment, Project Managers , risk are threats technique does not have parallels when considering impacts arising from organizational changes, cyber threats

In a nutshell, instead of thinking about risk in terms of only threats and impacts, she suggests we consider

Stopping Jidoka emerged from a simple innovation: Sakichi Toyoda's loom that stopped automatically when a thread

Whether something is a threat or an opportunity depends very much on what we are trying to accomplish In the same way, not all rocks are obstacles and not all risks are threats.

policies and procedures, are designed with a clear purpose: To prevent risks from materializing into real threats Avoid Danger: Establish Effective Guardrails Conduct a comprehensive risk assessment Identify potential threats

performance and outcome based compliance obligations, you need a more proactive approach that addresses threats