Resource Library

GSMI offers a comprehensive library of blogs, Articles and White Papers, discussing today's hottest and leading management methodologies and strategies.  Use the navigation to scroll through and find the information that pertains to you and your performance management needs.

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By GSMIweb on 22-Apr-10 02:33.

Six Sigma and Enterprise Risk Management BY Michael Young Much has been written about the increasing uncertainty enterprises face due to globalization, restructuring, changing markets and increased competition. An increased call for transparency is causing organizations to focus on the benefits of enterprise risk management (ERM). Leading companies are using the methods and tools of Six Sigma to improve existing processes so they can better incorporate and generate information regarding risk. The Benefits of Enterprise Risk Management ERM, a framework for risk management, improves an organization's ability to accept the right amount of risk to capture strategic opportunities. Companies can avoid negative operational and financial surprises and conduct both internal and external reporting with greater confidence, allowing executives to govern and manage the business better. Risk management also creates value by providing enhanced capabilities to align risk appetite and strategy, linking growth, risk and return. ERM minimizes operational surprises and losses, identifies and manages cross-enterprise risks, enables an integrated response to multiple risks, and facilitates a more informed risk-based decision making capability.
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By GSMIweb on 22-Apr-10 01:31.

Prosci is releasing a four-part series on "why change management" to provide several different perspectives on how to make the case for applying a structured approach to manage the people side of change for organizational initiatives. This series includes: • Correlation data on the impact of effective change management • Cost-benefit analysis for change management • Case study on project impact of effective change management • Emergence of change management This tutorial presents a cost-benefit analysis for investing in change management. It presents five perspectives on the "benefits" of applying change management on projects in the organization. Given the importance of change in today's environment, these approaches to making the case for change management can help ensure that change management is viewed as a "must have" and not a "nice to have" on the projects you support. Cost-benefit analysis overview
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By GSMIweb on 22-Apr-10 00:35.

The buzz is building over the International Organization for Standardization (ISO) 31000 Risk Management - Principles and Guidelines on Implementation. After years of hashing things over, the final standard is expected soon (the ISO website shows a release date of June 30, 2009). The reason a lot of people are excited about ISO 31000 is that it brings together a global consensus on risk management condensed into about 20 pages of information. All forms of risks such as financial, security, safety, health, and environment are included. "Not pursuing an opportunity" is also a risk. According to the standard, risk is not always negative, but simply viewed as the "effect of uncertainty on achievement of objectives." Risk management process
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By GSMIweb on 22-Apr-10 00:34.

The buzz is building over the International Organization for Standardization (ISO) 31000 Risk Management - Principles and Guidelines on Implementation. After years of hashing things over, the final standard is expected soon (the ISO website shows a release date of June 30, 2009). The reason a lot of people are excited about ISO 31000 is that it brings together a global consensus on risk management condensed into about 20 pages of information. All forms of risks such as financial, security, safety, health, and environment are included. "Not pursuing an opportunity" is also a risk. According to the standard, risk is not always negative, but simply viewed as the "effect of uncertainty on achievement of objectives."
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By GSMIweb on 21-Apr-10 23:00.

Risk Management is the process of measuring, or assessing risk and developing strategies to manage it. Strategies include transferring the risk to another party, avoiding the risk, reducing the negative effect of the risk, and accepting some or all of the consequences of a particular risk. Traditional risk management focuses on risks stemming from physical or legal causes. Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Regardless of the type of risk management, all large corporations have risk management teams and small groups and corporations practice informal, if not formal, risk management. An ideal risk management starts with establishing the context, inclusive of the identity and objectives of stakeholders, the basis upon which risks will be evaluated and defining a framework for the process, and agenda for identification and analysis. The next step in the process is to identify potential risks-events that, when triggered, cause problems.
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