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OpsCentre Round Table Event – Operational Risk – the convergence of People, Processes & Technology

July 1st, 2010

Operational Risk emerges from various sources; sometimes lying undetected for years, or more often, unexpectedly, catching executives off-guard.   Join us for this roundtable discussion to share your ideas and find out how your peers mitigate operational risk and ensure protection of their organisation’.

The discussion is relevant to Chief Executives, Chief Financial Officers, Managing Directors, Business Continuity Managers, Risk and Compliance Managers, and all senior executives looking to assess and mitigate risks during 2010/11.

Rod Crowder, Managing Director of OpsCentre, will facilitate an open and unbiased discussion between participants; providing an opportunity to comment and discuss individual perspectives and share related issues and experiences with each other.   He will outline a number of action areas where senior executives can gain rapid traction on this important challenge.

Operational Risk is one of many categories of risk managed by all organisations, others include; strategic, compliance, reporting, market, credit, legal, political and insurance risks.  Whilst some types relate to generation of strategic advantage or profitability, operational risk is inherent to the imperfections or errors of its people, processes and technology assets.  Organisations must assess the likelihood and impact to generate an overall rating, against which mitigation strategies can be implemented or accept a level of ‘residual risk’.

Our round table discussion topics include:

What are the major categories of operational risk?

How are organisations assessing qualitative and quantitative operational risks?

How does ‘risk appetite and tolerance’ vary across different organisations?

What strategies, methods and tools are organisations using for risk mitigation?

What operational risk management standards or ‘good practice guides’ are relevant?

What experiences do people have in responding to incidents?

We look forward to sharing your views and perspectives at our Roundtable.

When?

Thursday July 08, 2010, 4:00PM to 6:00PM

Where?

OpsCentre - Level 18, 323 Castlereagh Street, Sydney 2000 Australia

Or

Online: https://www1.gotomeeting.com/join/672734064

Audio: +612 6108 4655, Access Code: 672-734-064

Audio PIN: Shown after joining the meeting

Meeting ID: 672-734-064

Contact Rod Crowder ASAP to register your attendance.

About your Facilitator

Rod Crowder is Managing Director of OpsCentre, a boutique provider of risk, business continuity and disaster recovery consulting, software and training solutions.  He has worked in the Management Consulting sector for 17 years in a variety of management, training, facilitation, project management and consulting roles.

Rod has project managed and consulted on projects for organisations including Telstra, Lend Lease, Nestle, Hewlett Packard, Fujitsu Australia, DCA Group, Thomson Legal and Regulatory, Omnilab Media Group, Ambience Entertainment, Amity Group, Amnesty International, Integral Energy, Coates Hire, Westlink M7, Hills M2 Motorway, Franklins Foods and several Federal and NSW Government Agencies, and local councils.

He has undertaken extensive overseas consulting assignments in Hong Kong, Singapore, Japan, New Zealand, USA and Europe. He holds a Higher National Diploma in Computer Studies from Brighton University in the UK.

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Be ready for everything and anything

June 25th, 2010

Being ready for everything and anything is important. One of the problems we consistently come across is businesses facing major delays because they do not have a best practice approach to business continuity management. Increasing, many have poorly devised methodologies, lack value in their data quality management, are unable to meet deadlines and have poorly trained resources. When people think of business continuity they tend to think of huge catastrophic events war, floods, terrorism, the global financial crisis and so forth.

Organisations need not continue focusing on disasters of such severe nature but rather on small incidents which through adequate planning can be prevented. It is no longer adequate to place the spotlight on what one can do after an incident but rather to put attention on what happens prior, during and after. Much awareness has been placed on recovery. If adequate controls are put in place, then revival need not be an option.

Business Continuity helps your company save money every day of the year. Small mundane operations, if overlooked, can cause operational bottlenecks, becoming single points of failure. Decisions should be made through comprehensive planning as opposed to being managed ‘on the fly.’

People often believe that continuity planning requires a large capital outlay. No two companies are the same, each one having different processes and procedures. A flexible methodology should be malleable to organisations of all types. A business continuity plan drives down the extent of the impacts and operational losses. The aforementioned cannot operate without adequate communication and decisive project management skills.

For maintenance of organisational resilience, senior management need to press home the interests to staff, customers and those who are dependent on the organisation. Whilst companies are often quick to look at financial losses which accumulate as the result of an interruption, they rarely consider brand and reputation. Most people have the attitude that a disaster will never happen, however minor interruptions occur on a daily basis and often they are outside of an organisations control.

Higher degrees of competence are called for. Business Continuity needs to be looked at as an investment not a cost.

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Business Continuity Best Practice Strategies – YouTube Video

May 15th, 2010

OpsCentre’s YouTube channel features Rod Crowder, Managing Director, discussing key Business Continuity Planning issues and best practice strategies.

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