Change management risk assessment itil,meditation for retreats,raising self esteem in older adults - 2016 Feature

20.09.2015
A posting from Matthew Squair put me onto a nice one page template for requirements feasibility and risk assessment. Embrace the Change that Comes with a TOS DeploymentA terminal operating system (TOS) implementation or upgrade is a major change that offers significant benefits to customer service and to the bottom line.
Taking proactive steps related to the change can help to ensure a more rapid adoption of the system and a more rapid realization of the benefits from the TOS. Navis Professional Services can help to guide you through the change management process of implementing a new TOS to minimize the risk of business disruption. Stakeholder Readiness Analysis: Navis can conduct an analysis of the beliefs, needs and concerns of stakeholders related to the planned change that will help to define the change plan that needs to be put into place. Vision Definition: Navis can help terminals create a clear vision that drives a stakeholder coalition in support of the change, including goals, timing, benefits, scope and impact.
Communication Planning and Execution: Navis’ communication guide can serve as a template for building a plan that clearly outlines timing, content, messages and recipients for communication related to the TOS implementation. Custom Programs: Navis can also define a custom change management program that aligns to the key issues at your terminal. The increased globalization of business has brought new opportunities, including lower production costs and a larger customer base. Overall, the number one risk in terms of impact on society is the failure of climate change mitigation and adaptation, according to the World Economic Forum’s Global Risk Report 2016. In the United States, the top risk concern was cyberattack, followed by data fraud or theft.


This increased concern about geopolitical risks is illustrated by the recent increase in terrorist attacks. Because of this heightened political risk climate, Conrad said that major concerns include riots halting production for a company or its supplier, the imposition of capital controls that prevent currency exchange and conversion, or governments suddenly canceling projects, revoking licenses or expropriating assets.
Proactive adjustments need to be made to operations and long-term strategies, the report shows. Executives and boards should be asking about adequacy of coverage for their political and supply chain risks. Heightened by the cascading impact, “these risk issues seem to be seeping deeper into our psyche,” she said. Conrad recommends scenario planning to identify links between the issues and business operations and long-term strategy.
Scenario planning often reveals that the cost of recovery is frequently underestimated by four to 10 times.
As with any change, however, a variety of human factors can interfere with the successful deployment of the new systems. This includes understanding how the TOS change will impact key stakeholders and putting mitigation and communications plans in place to quickly resolve any anticipated, or even unexpected, challenges that arise during implementation. Utilizing traditional change management tools, our team can help assess the situation, build a shared vision and develop communication and training approaches that support all users of the system through the TOS transition. Key issues include failure of government, interstate conflict, large-scale terrorist attacks and weapons of mass destruction.


These issues also need to come to the attention of senior management and the board, which should be talking about the risk agenda. In the report, executives in 14 countries saw failure of national governance as the highest risk to doing business. For example, a company moved some of its operations to India to take advantage of lower costs only to see its carbon footprint go up because of India’s comparatively lax environmental standards, Conrad said.
It is important to be aware of the wide variety of terminal constituents that are potentially impacted, including terminal management, employees, shippers, customers and truckers.
Large-scale involuntary migration also rated among the top five for impact, as did severe energy price shock. They were able to split their operations and move some of it back to the United States where there is greener energy.
In addition, the press and public might have misconceptions about the change, causing unnecessary disruptions which slow or derail the project.
An organization’s resilience depends heavily on the resilience of its suppliers and purchasers, whose supply chains can span multiple countries. These risks can threaten companies’ very existence as they can face dangers not just where they operate, but where they sell and where they buy.



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