February 2018
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What Do You Need to Know?

Tool: How the military makes sure everyone knows what the boss wants to know

Soldiers love their acronyms and the more convoluted, the better. ”Commanders Critical Information Requirements”, or CCIR, is a mouthful, but still decipherable as “What the Boss wants to know”. It’s one of those military ideas worth copying.

Everyone serving in the first Gulf War knew that Norman [...]

Hvilket billede tegner dine risici?

Uddrag fra 3. opdatering 2010 af Børsens Ledelseshåndbog Krise- og risikostyring

Hvordan dine risici udvikler sig er vigtigt – og ofte overset

Det er som bekendt svært at spå om fremtiden, men vi er nødt til at gætte. Forudsigelse har altid været en svær kunst, og det er ofte vanskeligt at anvende resultatet. Som målmand er det én [...]

Lessons Learned: Remember H1N1?

A little embarrassing, wasn’t it?

H1N1 was pretty standard as far as overreactions go. The media conjured up a vision of biblical plagues and many bought the story hook, line, and sinker. Hysteria is exciting and the experts telling us that Armageddon lay round the corner were more interesting than the experts telling us to wash our [...]

Great Excuses for Failure – Noone Saw It Coming

How to avoid blame for not being prepared.

A large office building was burning the other day when I went for my morning run. Fires are pretty unusual where I live, usually a matter of interest to few except insurers, bored firefighters and the people standing on the street behind the barricades down the street from the [...]

Harvard Business: Crisis Communications and American Airlines

The mere fact that plenty of  firms are reporting bad news these days does not make the task any easier to perform. Kathy Bloomgarden, writing on Harvard Business Publishing’s site, has an interesting look at how American Airlines tackled a recent wave of cancellations caused by emergency safety inspections. The specifics of why American Airlines was [...]

Geoff Colvin on the hidden costs of cutting staff

Geoff Colvin has written an excellent article on the hidden costs of cutting staff.


A lot of experts are advising firms to cut staff in the downturn. Cut early and cut deep, the advice goes, to avoid have to cut more later, especially in repeated rounds of cutbacks. If it applies to your organization, then the advice [...]

Case – Incident-Focused vs. Operations-Focused Business Continuity

The following example should help to explain the difference between an incident and an operations focus for business continuity.

Hypothetical Bank’s business continuity process focuses considerable effort on planning and rehearsing its responses to various threats in a holistic and interdisciplinary manner. This preparation proves especially useful one morning when the bank’s IT security staff detect a [...]

An Introduction to Business Continuity

According to the British Standards Institution, business continuity is the planning and responses to incidents and business interruptions in order to continue operations at a pre-determined level. (1)

However, a review of the literature in the field revelas that the concept of business continuity is not necessarily asclear cut as the definition might indicate. Rather, business continuity [...]