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Strategy & Risk Management

Strategic Planning & Risk Management

We all recognise that this environment has given us the opportunity to reassess the way we run our business and the market.

In some cases, our plans have been disrupted, and in some, they have leapfrogged.

COVID-19 Lockdown

In what became a uniquely memorable programme, we had planned CIMS and BCP in December 2019 – before we knew of the possibility of a pandemic lockdown.

Facilitated by video

Dene Duthie – Head of Search and Rescue: Coordinated Incident Management Systems

Tarunesh Singh,  BDO Associate, Head of Risk Advisory: Business Continuity Planning including analysis of the likely impacts on business post COVID-19 Lockdown.

Reality

Trust not in success…  but in reality. 

We fail when Action and Intelligence become undisciplined & unsynchronised

Risk Mapping

Over three months we undertake a combined programme:

 

Part 2:

Four CEO’s shared their experience, previous and current, within the change of their companies

How to Deliver Value from Values

What is the difference between ‘value’ and ‘Values’?  and how do Values deliver to the bottom line

Innovation in the Health Sector

Part1:

 

Sysmex NZ Limited: How our lifecycle of ‘birth to earth’ tests are managed within the laboratory system. 

 

What really happens when our doctor arranges medical testing.  The technology, testing cycle capability management, resulting and the technology advances that will be vital to this sector for the future.

Innovation in the Health Sector

What can we expect to see support of our health service and sector? Four companies shared their view s and experience.

Innovation in the Health Sector

Part3:

 

Biomatters: Ever thought of having your DNA tested?  Brett Ammundsen outlined how, and whether, such testing can provide value in determining genetic indicators that may assist in predicting health issues for the future.

The ‘Reason-Why’

Have we become so sophisticated, so versed in our strategy setting, offerings and philosophies that we have forgotten the basic fundamentals:

Why do customers buy our products – why do they stay loyal?

Why do our staff dedicate their skills and talent to our companies?

How do we co-partner the fundamental ‘why’ of customers and staff to create a winning combination?

How to build a business model when you have nothing to sell

How do charities approach Cos and increasing demands for ROI with significant revenue requirements but no ‘product’ to offer in exchange.

 

Heart Foundation, ADRA and Ronald McDonald House shared their business modelling and growth  strategies

Opportunistic vs Strategic

Which or both?  How do you balance these?

Two business leaders talk about the theory and the practical – when do you take a leap of faith – when do you stick to the plan. 

When it worked for them – when they fell – and how they recovered.

Decision Making

‘Time spanning’ decisions – what decisions we are making today will still be relevant in at the end of Lockdown – in a month’s time – in six months time – ongoing.

Who saw it differently?

Part 1:

 

Examining varying perceptions of change based on the needs, requirements and deliverables of an organisation.

How has change impacted global issues within and outside the business realm?

Where has change, whether by way of technology or methodology, created significant improvement or destruction?

Technology innovations

Bruce Sullivan from Affinity talked about his recent visit to Estonia to research Robotics

David Tombs of Attenti had just returned from their Head office in Israel and talked about technology innovations for the enforcement agencies.

What cost this Granny State?

Bloomberg 2018 Innovation Index shows NZ dropping and we examined the reasons why, and the effect of legislative protections on overall efficiencies and working practices.

The Innovation of NZ – Start-ups and Technology companies that are tracking to success

Peter Vile – Augen Software

Mark Norton – Idiom Software

Mark Templeton – AeroQual

The speakers addressed start-up to maturity from entirely different viewpoints and provided a range of thoughtful business and leadership insights.

One provided their business model as a case study for members to consider and critique.

NZ Companies under the Radar

NZ has great companies that go unnoticed.  An analysis of some of the unnoticed who contribute to NZ’s wealth and wellbeing.

What would you do?

Case studies of scenarios faced by high profile entities – given the advantage of hindsight –members charted how they could have approached these situations themselves given their business environment, values and market positioning.

Turnaround

Profit or not-for-Profit the business model is the same, and the turnaround as strategically complex.  Experienced shared by:

Iva Ropati –One Tree Hill High School

Scott Simpson – Make-a-Wish Foundation

Behavioural Economics

A 3-part programme drawing on the work of Daniel Kahneman, with supporting information from Hassam Taleb’s Black Swan

How to make decisions with very little information

We can’t always wait for all the information to be collected and analysed.  Sometimes it is necessary to make decisions based on very little, or reliable information.  How to test what you do know and act decisively.

Mark Cathie FOREX trader who established a trading platform for an international finance group,  set up a live trading room giving members an opportunity illustrate how to build a decision, test it, and then make the final decision.

Sustaining and
building New
Strategy

Preparation for post COVID-19 era.

Who saw it differently?

Part 2:

 

Planning exercise that examines the varying perceptions from the viewpoints of suppliers  🡪  our company  🡪  our customers

Examined a quote from one of our members, David Tombs:  “While in principle you ‘get what you pay for’  the reality is you get what your supplier values.  They build their services and products  around what they think you want.”

Risk Mapping

Over three months we undertake a combined programme:

 

Part 1:

Historical case studies with David Woods, Governance and Risk management consultant

How to create currency in the Knowledge-Economy

A Tier 3 proposition surpassing product, service delivery and value proposition – to create a focus on how we use our knowledge to build the business of our clients. 

Two members opened tabled their strategic planning to allow members the opportunity to determine and compare, their movement into the knowledge economy.

Risk Mapping

Over three months we undertake a combined programme:

 

Part 3:

One member company undergoing a significant market shift, allowed members to examine and discuss their current circumstances and what they face going forward

Innovation in the Health Sector

Part2:

 

NeuroPhysics Therapy one of the most advanced and validated forms of training and rehabilitation in the world. 

 

The role in the areas of injury and illness recovery, fitness and overall wellbeing.  Why Neuroplasticity and the redirection of brain pathways, has a faster and longer-term impact than the more traditional physical practices.

Strategic and Operational Competencies

Tour of Civil Defence Headquarters with presentations on ecological sustainability and disaster planning by Civil Defence

Franchise Business Model

Speakers Logan Sears from Greenacres and Elaine Ford from Link Business Brokers demonstrated the inter-relationship between the franchise business model and the business model of member companies.  

Whilst apparently different –  there are many common objectives that provided new ideas for internal and external engagements for the members.

Disaster Planning and Recovery

Clive Manley, Controller and Manager of Civil Defence Emergency Management covered:

Disasters - their impact on businesses, their predictability and recovery

Civil Defence initiative to partner with companies to aid business recovery after a disaster.

Business recovery is people recovery

Fuji Xerox, ADT Armourguard and Kinetics IT shared practical recovery strategies.

Risk Takers and Innovators

Why do we do it?

Five business leaders shared why they set up their companies, and why, despite the difficulties, they are still passionate about what they do