Learn how double materiality & generative AI transform performance management by shifting focus from individual tasks to organizational decision-making.

This article explores how organizations can connect objectives and incentives through well designed decision-making environments to command performance in complex environments.

How to Eliminate the Friction Between People and the Information they Need to Make Better Decisions Faster

The future of mining and energy will be defined by how well organizations define, deliver and demonstrate compliance in real time.

How Information Visualization Will Transform 21st Century Decision Making.

Understand how organizations can build the capacity to listen by developing systems that have the ability to receive new information, consider the signals and prioritize the actions.

There are countless analogies between decision-making and water. When considering how to navigate the waters of decision-making as it relates to information requirements,  4 characteristics of information can help differentiate between how organizations think decision-making environments are made and the actual environments humans face when making those decisions.

Leaders need to recognize that valuing risk performance is not something you achieve, but rather something you continue to work towards and improve.

Change and the three core steps of initiate, effect and sustain, that organizations must address when going through any transformation.

Knowing that risk management has to change and knowing 'how' and 'what' to change about risk management are two different things.

As the world continues to evolve, managing change must be the top priority for leaders. Ideally, this is done across four dimensions: decarbonize, de-formalize, decolonize, & digitize.

The question that needs to be answered here is ‘what’. What steps does an organization need to take in order to value risk performance? The question of ‘why’ is not an issue.

Static requirements are those policies, procedures, and reports that define the boundaries of the framework and set up a management system. The dynamic requirements are the day-to-day systems, processes, and activities that manage risks.

Four key elements that every organization must include in the formation of their strategy: Purpose, Intelligence, Engagement, and Resilience.

The term ‘performance’ is often used out of context and confused with the term ‘results’. Results quantify what happened, performance measures what’s happening.

What do Icebergs and Supermarkets have in common? Nothing much actually, except in how they have become metaphors for how we understand what is complicated and what is complex.