Leadership within the enterprise requires "Trust Decisions" that they
can count on. Operational Risk Officers have a fiduciary duty to
provide top executives with the confidence that the data and information
they provide is trusted.
So how do you assist any corporate leader, who has the responsibility and accountability to the Board of Directors to make informed and sound decisions? The answer is, that it depends on how willing the CxO's in the enterprise are to engineer a "Trust Decision" model and framework for the business.
The truth is, most executive managers have their own way of doing this. The process that the CEO makes decisions, is quite different from how the CFO makes decisions and the COO may have a documented and tested way to make their decisions. The point is, that major "Trust Decisions" for the good and welfare of the enterprise are being made by people who are each doing it differently. These human decision makers are relying on a number of ways to get to the final answer. The decisions from leadership are not as trusted and reliable as they could be.
As an Operational Risk executive charged with making timely and correct decisions you have no choice but to have the tools and the trusted sources to enhance your situational awareness. The safety and security of the facility, information or peoples lives are at stake. That is why you test and continually improve the process so your analytics dashboard, intelligence feeds and data sensors are all operating with integrity and in real-time.
You are relying on information that changes by the nanosecond and a system designed to provide decision support. Intelligence-led investigations or reacting to the latest incident requires systems designed and tested to support human "Trust Decisions." Now back to the executive leadership and their process for decision-making. What is it? How does the CEO make the final decisions for the future wealth of the company and it's stakeholders? Are they trustworthy?
Unless you have seen the "Trust Decision" process and trusted data framework engineered for your enterprise, then probably not. Think about all of the leadership level projects and how they turned out. How did executive leadership decide to buy that other company or merge with their favorite supplier? What process did they use to ensure all of the due diligence data was correct? Why are the sources of data trusted?
We have the opportunity to improve and to arrive at a point where we make "Trust Decisions" our priority and a prerequisite. After all, our employees, customers, shareholders and even mankind deserve it. The challenge begins.
Whenever you encounter your next major business decision with your CxO, ask them how they arrived at the decision. Ask them to explain the process they used and the sources of trusted data they relied on. Ask them why they think the architecture of the decision at hand, is the most sound and trusted decision that can be made with the time available.
You are now well on your way to better understanding the power and the future risk architecture of TrustDecisions.
So how do you assist any corporate leader, who has the responsibility and accountability to the Board of Directors to make informed and sound decisions? The answer is, that it depends on how willing the CxO's in the enterprise are to engineer a "Trust Decision" model and framework for the business.
The truth is, most executive managers have their own way of doing this. The process that the CEO makes decisions, is quite different from how the CFO makes decisions and the COO may have a documented and tested way to make their decisions. The point is, that major "Trust Decisions" for the good and welfare of the enterprise are being made by people who are each doing it differently. These human decision makers are relying on a number of ways to get to the final answer. The decisions from leadership are not as trusted and reliable as they could be.
As an Operational Risk executive charged with making timely and correct decisions you have no choice but to have the tools and the trusted sources to enhance your situational awareness. The safety and security of the facility, information or peoples lives are at stake. That is why you test and continually improve the process so your analytics dashboard, intelligence feeds and data sensors are all operating with integrity and in real-time.
You are relying on information that changes by the nanosecond and a system designed to provide decision support. Intelligence-led investigations or reacting to the latest incident requires systems designed and tested to support human "Trust Decisions." Now back to the executive leadership and their process for decision-making. What is it? How does the CEO make the final decisions for the future wealth of the company and it's stakeholders? Are they trustworthy?
Unless you have seen the "Trust Decision" process and trusted data framework engineered for your enterprise, then probably not. Think about all of the leadership level projects and how they turned out. How did executive leadership decide to buy that other company or merge with their favorite supplier? What process did they use to ensure all of the due diligence data was correct? Why are the sources of data trusted?
We have the opportunity to improve and to arrive at a point where we make "Trust Decisions" our priority and a prerequisite. After all, our employees, customers, shareholders and even mankind deserve it. The challenge begins.
Whenever you encounter your next major business decision with your CxO, ask them how they arrived at the decision. Ask them to explain the process they used and the sources of trusted data they relied on. Ask them why they think the architecture of the decision at hand, is the most sound and trusted decision that can be made with the time available.
You are now well on your way to better understanding the power and the future risk architecture of TrustDecisions.
