Read the latest insights from the Camms team.
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
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.
Brad Smith | July 28, 2020
We all know that reporting safety incidents in the workplace is essential to managing risk, but with the advent of COVID-19 the relationship between risk and incident has taken on a whole new meaning.
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 | 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 | 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.
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.
What does it mean to be a leader in these uncertain times?
In times of uncertainty, the ability of an organisation to perform and thrive is heavily influenced by the qualities of its leaders.
Led by award -winning speaker Trudy MacDonald, our very first guest speaker session on cammscollege revolved around three key fundamentals that play a pivotal role in successful leadership in times of uncertainty.
The webinar offered a series of practical tips to leaders to help achieve a distinct shift in organisational performance and momentum moving forward. With an additional challenge being presented to leaders whose organisation’s performances have been great, to identify initiatives considered good/great previously which may no longer reflect the new ways of working today.
Some key questions asked during this webinar were what it means to be a leader, especially in the context of todays’ environment?
In the pre COVID-19 world, a democratic style of leadership was often the norm to facilitate attention, engagement and development. With autocratic leadership being considered to be the least effective approach leading to a higher staff turnover, low engagement and motivation among staff.
Never the less in an interesting paradox, currently good leaders have opted for a more autocratic sense of leadership during these times, as teams require clear direction, and a stable framework to get behind.
Yet the best leaders have gone on to increase their democratic style of leadership within the confines of a tightknit group, whose members are invited to bring innovation to the table to help make informed decisions, which are then implemented autocratically through the rest of the organisation.
In this particular environment, business continuity planning requires 3 key considerations.
Regardless of where your organisation is on the survival journey, it is important to be anticipatory rather than reactive, by identifying trigger points for action. It is worth taking into consideration that by paying attention to the 3 phrases of planning; preparing, sustaining and reactivation, an organisation can emerge stronger than ever before.
When it comes to people and structural changes, some will be reactive and others strategic. Currently some of the best organisations are moving towards flatter structures by pulling the right talent throughout the organisation to do what needs to be done. Many organisations have also taken steps to limit hierarchy and beaucracy that may hinder decision making.
Through a survival perspective, many companies may have been forced to make redundancies, reduction of hours and salaries. A key message here is that redundancies are not the only option for your staff, Redeploying and realign the tasks to meet what your business needs right now is a great possibility to give thought to.
Prioritizing your reputation during this period, with two key groups being the external market and stakeholders should be considered significant.
Now more than ever it is important to modify conversations with customers, stake holders, partners and suppliers to ultimately create value, so once we move to a stabilised environment, a trusted and enhanced relationship is sustained while protecting the organisations reputation. The same concept is applicable to your employees, it is important to ensure they are aware the organisation cares and interested in their well-being as opposed to being a company solely focused on organisational objectives during these truing times.
As a leader it is important to understand what your business needs is to not only survive and but to also set yourself up to thrive. Having a structured plan that will enable you to identify and cascade your objectives tying in clear measures of success is critical.
Most organisations during normal times have a clear vision, mission and values in place, from which stems a strategic plan and an annual business plan that traditionally covers three years.
Yet during these times of uncertainty, it is quite likely that business as usual plans might have changed. Reframing this plan as a go forward plan spanning a contained period of time can help your organisation move forward while experiencing slow and steady incremental growth. On the other hand strategic priorities often seen as a revolutionary change, helps review what your organisation’s priorities are in times of crisis as the new normal continues to evolve.
The Go Forward plan is a great example of how; leaders can take proactive steps to set the organisation up to thrive in uncertain times. While the vision, mission and purpose of an organisation may remain unchanged, it’s imperative for its strategic focus to remain viable while embracing opportunities presented by the ongoing crisis to strengthen teams, business and capabilities in a bid to accelerate future successes.
Clarity is critical if you need teams to be accountable when it comes to the behaviors we expect from people. The pace in activity and change have currently ramped up with active collaborations and engagement. Give people permission to innovate and work in the new ways you want them to work which ultimately leads to staff embracing an enhanced work culture.
cammstrategy by CAMMS in particular offers a system of real time reporting, and a logical cascade that harnesses strategy, the way forward to what individuals need to be doing all in one umbrella for a tangible sense of accountability.
Analyse the work that everyone is doing to identify of your great, good and poor work and missing actions by having a personal 30-day plan, which allows individuals to have a clear comprehension on what their key focus for the next 30 days are. Ideally 60 or 90 day plans seem more viable, given the uncertainty and changing environment, shorter delivery cycles offer absolute clarity.
The big picture being that an accountability framework gives purpose which is critical for engagement and motivation so staff are focused in delivering what is needed by leaders.
It’s important to remember that strategy might not be the finest during these times, yet when leaders implement discipline, structure and accountability, organisations can stay nimble and agile while being responsive to arising opportunities.
Having regular cadence or accountability meetings are crucial and can be greatly advantageous once consistency is achieved with the right agenda and manager training in place. A powerful activity, a leader can do is to bring your teams together with either daily or weekly stand up meetings which are more focused and shorter lasting up to no more than 15 minutes. With five key agenda items, depending on where your workforce is be it remote or in person, Key agenda items include good news or gratitude statement for a positive mindset, focus for the day, metrics which are critical for the business and what do I need help segment to eliminate unwanted emails and conversations, and finally a what has changed from yesterday item.
When it comes to ensuring better accountability, teams and staff need to cultivate a positive mind set to stay engaged with the tasks. The PERMA model in psychology can be applied in this instance to cultivate positive emotions, engagement either via video calls or in person for a more authentic connection. While positive relations help teams gain a sense of meaning in their work, accomplishment and achievement, when their wins are called out and celebrated.
One on one engagement is critical to make sure people feel valued and appreciated, which in turn inspire higher levels of performance and productivity. Yet also taking steps to initiate interactive activities are equally important during these times, especially if your workforce has shifted to working remotely. So that when things go back to normal, in whatever form it maybe it is, your organisation’s culture is not siloed and diminished, only enhanced and better equipped to face a crisis.