With integrated solutions in risk, strategy, projects and people, Camms business software will help you make the right decisions, manage risks, align the talents of your organisation, and focus on what matters.
Read the latest insights from the Camms team.
Brad Smith | October 13, 2020
GRC rolls off the tongue nicely and suggests that all components are working together in meeting the organisation’s objectives.
Adam Collins | October 2, 2020
We are excited to announce that our industry recognized Risk Management Software Solution, Camms.Risk, was yet again named as a “High Performer” in the GRC software category by G2 in their Fall 2020 report. This marks the 3rd consecutive quarter in 2020 Camms.Risk has been recognized by G2 in its quarterly Grid report.
Daniel Kandola | October 1, 2020
Transferring products from A to B quickly and efficiently is the name of the game in the constantly moving world of transportation and logistics. Unfortunately, a myriad of variables means this process is rarely as easy as ABC at the best of times – and 2020 is proving more algebra than alphabet. Navigating a clear course within the sector has never been so challenging. Existing risks have been overshadowed – or in some cases accelerated – by an unprecedented global event that has brought the importance of organisational resilience into sharp focus: the COVID-19 pandemic.
Beau Murfitt | September 25, 2020
Major banking institutions have been at pains to stress their determination to overhaul their ability to combat financial crime of late – following a string of high-profile corruption scandals. Unfortunately, these claims appear to be words without substance after a disturbing tale of leaked documents, dirty money, and international crime emerged – one that sounds more like something from a Netflix crime drama than the world of regulatory compliance.
Daniel Kandola | September 17, 2020
The rapid spread of the COVID-19 pandemic has completely blindsided society in 2020, with devastating effect. But was this cataclysmic event a black swan? It appears not. According to the National Risk Register – an overview of the risks of major emergencies that could impact the UK in the next five years – the threat of a pandemic was firmly on the government’s radar: “experts agree that there is a high probability of another influenza pandemic occurring, but it is impossible to forecast its exact timing or the precise nature of its impact.” In fact, of all the high consequence risks outlined in the register – from severe weather to terrorist attacks – a pandemic was considered to have the highest potential impact.
This threat wasn’t classified information reserved for senior figures in Whitehall; it had filtered down to local government level. Take Camden Council, for example, which – like other local authorities – already had information about pandemic risk fed to them by Public Health England. Camden subsequently rated a ‘pandemic flu’ as a 4/5 likelihood and 5/5 for potential damage on its risk register – proof that more high-profile risks like terror and cyber-attacks weren’t their only focus when it came to organisational resilience.
Daniel Kandola | September 10, 2020
What a difference a year can make. Cast your mind back to 2019: the global defence sector was on the offensive due to budget increases and military modernisation was the plan of attack, as growing security concerns forced governments to invest heavily in new equipment. So much so that international defence expenditure was forecast to grow between 3% and 4% in 2020 to reach an estimated US$1.9 trillion – driven by increased spending in the US, Russia, China and India.
Daniel Kandola | September 2, 2020
Successful organisational resilience relies heavily on the four sights: insight, foresight, oversight and hindsight. Unfortunately, anticipating and preparing for sudden
Brad Smith | August 31, 2020
Effective enterprise risk management has never been more critical.
Warwick Kirby | August 24, 2020
McKinsey & Company published an insightful article in March 2020 – Beyond coronavirus: the path to the next normal.
Kevin Sneader and Shubham Singhal stated, that to win the war against Coronavirus required action across five horizons: Resolve, Resilience, Return, Reimagination, and Reform.
Brad Smith | August 5, 2020
The impact of the massive global disruption from the COVID-19 pandemic during 2020 has been felt in virtually every organizsation, workplace, and household around the world. With or without an effective vaccine, the pandemic’s far reaching impacts will be felt globally for some time to come.
Camms | July 23, 2020
Camms has continually evolved since we were founded in 1996! With nearly 25 years of experience in business software solutions, we have continually invested in making our software right for supporting organizations to achieve their goals.
Camms | July 22, 2020
Camms, a next generation provider of integrated solutions in risk, strategy, projects, and people is pleased to announce that experienced President, Barbara Walker has joined the organization as the new President of North America.
Warwick Kirby | July 21, 2020
Nothing highlighted the necessity of integrating your risk management framework with your strategic operations more than the global pandemic of 2020.
Vicky Wright | June 19, 2020
As councils focus on protecting employees, their elected members and members of the community from the ongoing pandemic, virtual meetings have become the norm.
Camms | June 11, 2020
To provide our customers with assurance around Camms' ongoing commitment to information security management, we are pleased to announce that we have recently achieved certification of the ISO 27001:2013 standard for our major offices around the globe. This followed an in-depth set of assessments over the past 6 months including onsite audits in all locations.
Camms | June 4, 2020
The largest implementation partner of Adaptive Insights in the APAC region, GK Horizons, are trusted by their customers across various industry verticals to improve not only their financial insights but their business agility and overall performance.
Brad Smith | June 1, 2020
Today’s climate proves that both local and global events can significantly impact the strategy and operations of an organisation. With key attributes in today’s volatile and uncertain environment being agility and flexibility,
Camms | June 1, 2020
In the context of the current corporate landscape, it no surprise that the concept of risk is inevitable and inherent,
Camms | June 1, 2020
What does it mean to be a leader in these uncertain times?
Camms | May 25, 2020
The impact of COVID-19 has presented major challenges to people and organisations around the globe. Business leaders are managing the crisis
Brad Smith | May 14, 2020
The year 2020 could be characterized by comments like “We didn’t see that coming” or “Well, that escalated quickly”.
Camms | April 22, 2020
Are you concerned about the restrictions imposed by running your risk management out of spreadsheets?
Camms | April 21, 2020
Tomorrow needs pace, agility and quick decisive management. Today is the day to invest in the right risk management software. Rapid change is a constant in today’s environment.
Camms | April 10, 2020
As COVID-19 continues to disrupt the business world and organisations are forced to adjust
Camms | February 25, 2020
CAMMS was excited to take part at the recently held LG PRO Annual Conference. As the largest and most notable Local Government Conference in Australia,
Camms | January 7, 2020
How do you manage SM & CR compliance?
SM & CR has been a catalyst for change,
Yasith Fernando | November 25, 2019
Sustainable Software Development refers to a set of principles and practices which enables a team to maintain an optimal speed in development indefinitely for the sustainability of the development team and ergo, the company.
Aaron Mullins | November 18, 2019
It was a fantastic opportunity for CAMMS to take part in the RMIA Annual Conference 2019
Camms | May 30, 2019
Camden Council is one of the fastest growing Local Government Areas (LGA) in Australia,
Camms | May 25, 2019
Enterprise risk management has a primary objective of ensuring organizations comply with legal and
Camms | May 6, 2019
An organisation’s reputation is highly significant in achieving its goals.
With integrated solutions in risk, strategy, projects and people, Camms business software will help you make the right decisions, manage risks, align the talents of your organisation, and focus on what matters.
COVID-19. Never before has one year been dominated globally by one unifying, terrible issue. It has impacted our health, our daily lives, freedom of movement, our businesses and our politics. 2020 has been the year of the global pandemic.
And as much as we are all looking forward to seeing the end of 2020 and looking ahead to better and hopefully easier days, there is truth in the notion that we learn more from adversity than prosperity.
So we’ve looked at the top 5 things we’ve learnt in the business world in 2020.
Government departments and businesses all over the world make plans, often on a 3-5 year basis. Huge amounts of effort go into setting the strategic direction, crafting the strategy and communicating the intent to staff and stakeholders. It’s how we all work towards common goals.
Once approved by executive teams and Boards, changing a strategy isn’t always common. But in 2020, that all changed.
When you’re a bank and you suddenly have tens, or even hundreds of thousands, of customers potentially unable to pay their mortgage, you need a very different strategy to normal.
When you operate a luxury lodge and your normally wealthy international customers can’t get on a plane, you need a very different strategy.
When you operate a major healthcare business and health advice is constantly changing, you need a very different strategy.
Mihir Mysore, a leader of McKinsey’s work on crisis response, says knowing when to be flexible and when to commit to choices isn’t a muscle that many organisations have developed in a recent podcast.
He says there are models and data available to help companies make faster strategic decisions based on having enough information. Looking at market exposure, the depth of disruption, the length of disruption and the shape of the recovery are good ways to get a solid picture and allow for fast and good decision making.
It’s about being smarter on the fixed elements of the business strategy, and faster on the components that can flex.
Working from home and seeking greater flexibility is nothing new. But the mass exodus of professional workers back to their homes from Sydney, to New York, to London was unprecedented.
With cities around the world in various states of lock down, professionals have in most cases spent as much time working from home as from the office in 2020.
While it’s clear that technology has been the enabler for millions of people to work from the kitchen table, according to a recent digital pulse report from PwC, the other key issue is the skills needed by a virtual workforce.
The report found that the move to a predominantly virtual world exposed gaps in the capabilities of companies and of their people – something that leaders were struggling with before the pandemic. It says however, that a major part of the solution lies in upskilling existing workforces and ensuring ongoing training and learning.
According to Adam Collins, Chief Product Officer at Camms, the linkages between people skills, technology and strategy are often overlooked.
“In companies all over the world there can be issues with different business units acting in siloes. The strategy team does one thing, the IT team looks at the IT and tech needs and the HR team is all about people management,” Adam said.
“But as COVID and this report from PwC shows, those lines are artificial and need to blend for businesses to be successful. It’s not enough to send your teams home with the right tech kit, they need the right training and skills people and technology pieces are strongly linked.
“Businesses with the right software that supports collaboration, that shows different activity across the organisation, and the right mindset to think holistically about the needs of the business and its people, are the ones who have worked better through COVID and will be stronger in 2021.”
Communications teams around the world have not only had to work harder but faster than ever before this year. Where in the past there may have been time for a full approval process to get the message just right, in the ever-changing COVID-19 world, time has been a luxury we have not been able to afford.
In many cases, that has changed the style of communication with staff teams, with stakeholders and customers. One of the main things we’ve all learnt, according to LexisNexis, is the importance of transparency and collaboration.
In their article about managing corporate communications during the pandemic, they say:
“In the case of COVID-19, there are as many unknowns as there are facts. Be prepared to be as transparent about what you don’t know as what you do; if you don’t know the answer to a question, say so – then find the answer and follow up.”
They go on to talk about the importance of company alignment to ensure all decision-makers are singing from the same songbook.
“Continue to collaborate closely with other departments – legal, human resources, accounting, sales, the c-suite and beyond – to secure buy-in from across your organization on key messages, Q&As, company policies and next steps from across your organization. Identify, align on and train a single company executive to serve as public spokesperson. And remember to establish and clearly articulate where employees, key stakeholders, the media and customers can turn for more information.”
It is all about ensuring your organisation is trusted and working hard to communicate useful information in a timely manner.
Just as we know that global instability and volatility isn’t going away any time soon – even when we all get the COVID-19 vaccination – we also know that technology will continue to play an ever important role in the success of businesses.
The problem of maintaining business operations in an increasingly volatile and complex business environment calls for proactive, integrated solutions encompassing people, data and infrastructure. Organisations should establish well-defined direction from the top level so that there is clarity on how to act when challenges arise.
According to Forbes columnist Steve Culp, risk management is more important than ever in this volatile environment and businesses should be getting better leverage from their technology.
“Emerging technologies such as machine learning and artificial intelligence show great promise in helping risk managers pinpoint specific risks and develop faster responses. Many risk teams, however, have yet to take full advantage of more mature technologies in areas including data, analytics and modeling. Among other benefits, these technologies can reduce the efforts on lower-risk areas and help managers focus their energies on real threats, to critical parts of the organization.”
According to Adam Collins, Chief Product Officer at Camms, one major change in 2020 has been speed, and businesses looking for more agile software solutions.
“Changing software in the past has sometimes been a big decision, involving layers of decision making, budgeting and implementation. In our experience this year we’ve seen businesses wanting to move much faster and expecting solutions they can plug in and get benefits from the next day. It’s certainly how we’ve been developing our latest risk and strategy releases.”
Our economies, the planet we share and the lives we lead have never been more connected, and 2020 has shone the spotlight brightly on that truth.
From a business perspective it harks back to an old truth, that the best strategy and risk management happens holistically and at the top level, filtering down throughout your business.
What it really means is that global pandemics, political changes, climate change, the global supply chain – it’s virtually impossible to disentangle these elements and deal with them one by one.
In the Global Risks Report, prepared by the World Economic Forum, leaders are in agreement that climate change, and its associated political, social and economic impacts, is the stand-out long-term risk the world faces.
From COVID-19 to climate change in the years ahead, these huge challenges will be forcing businesses and governments to collaborate and change in ways we have never seen before.
In the commentary around the risks we all face, the key message is that the time is now.
“Waiting for the fog of geopolitical and geo-economic uncertainty to lift before taking action is not a viable option, and would mean missing crucial windows to address pressing issues,” it says.
“The good news is that, despite global divisions, some businesses are committed to looking beyond their balance sheets towards tackling the urgent issues that are looming.”
If your organisation or department needs a faster, more collaborative approach to strategy, people, risk and communication, find out more about the Camms integrated suite of business software. Completely cloud-based and fast to implement for quick returns, visit cammsgroup.com.
Beau Murfitt
Chief Strategy Officer
UX DESIGN | SEPTEMBER 20 2021
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UX DESIGN | SEPTEMBER 20 2021
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With integrated solutions in risk, strategy, projects and people, Camms business software will help you make the right decisions, manage risks, align the talents of your organisation, and focus on what matters.