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However, this defines “Procedural Compliance” which is based on a traditional and reactive model for Instead, “Operational Compliance”, which is based on a holistic and proactive model, defines a state

Some form of causation model (deterministic, probabilistic, linear, non-linear, etc.) is needed to estimate In cases of greater uncertainty these models will be adjusted over time as more information is gathered defined (ISO 31000, COSO) as the effects of uncertainty on objectives which involves having a causation model

This is a very useful model not only to understand how companies can best prioritize their efforts but with compliance added in RED : Performance Zone – The focus of this zone is to execute the business model Transformation Zone – this is where a disruptive business model scales and is introduced to the performance

For example, engineering has traditionally relied on algorithms, statistical analysis, models, and prediction

Current models are based on a reactive and transactional approach to how health care is delivered. focused on the future of health care, what it might look like, and how it can change from a reactive model We have the wrong model Reactive Transactional Funding the wrong things Regulation that constrains innovation My thoughts Health care systems are based on a model that is not sustainable and it has been this way

This week we explore a question that was posed in reference to IIA’s 3 line model “should risk management As a quick overview: The 3 lines model is an updated version of what was previously known as 3 lines The first line of the IIA model focuses on management responsibility to deliver products and services The second line of the IIA model provides assistance to the first line to contend with risk. The model depends on all functions working together to create and protect value With respect to risk

The RACI (Responsible, Accountable, Consulted, Informed) model is a framework that defines roles and The Obligation Owner aligns with this model by assuming the role of the "Accountable" party for compliance obligations they make certain that obligation objectives are achieved and the other roles of the RACI model

Rasumussen's model and others since represent a growing trend away from "root causes" or you might say Nancy's Leveson [2] provides an example of how this can be used to model safety control: Framework Predictions of pressure toward cost-effectiveness in an aggressive, competing environment Rasmussen's migration model Debrincat, "Assessing Organizational Factors in Aircraft Accidents using a Hybrid Reason and AcciMap Model

Uncertainty with the model of the organization Each organization will have some idea or model for how The sophistication of the model is not always what is important. Improved models are needed to effectively buy-down reducible risk by reducing likelihoods and the consequence

analytics can help to prevent a total failure if controls can respond fast enough and if the failure mode due to a lack of knowledge (epistemic uncertainty) prediction is limited based on the strength of our models

brain, provides a useful model and operational approach applicable to this situation. Geoffrey Moore's concept of business zones aligns closely with McGilchrist's hemispheric model. Two Types of Risk McGilchrist's two hemisphere model also helps to understand how we contend with threats Two Management Capabilities The left and right brain model also sheds light on two management capabilities McGilchrist's model of the divided brain offers a compelling lens through which to view these management

An Ideal Systems Model To move closer to holistic approach, we need a systems model for the organization A Model for Systems Intervention (TSI) Total Systems Intervention (TSI) is a methodology intended to theoretical principles were derived: Organizations are too complicated to understand using one management model