Auteur: Jack P. Kruf

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Systems Thinking for Curious Managers

With 40 new Management f-LAWS 

Russell L. Ackoff | 2009

This gem of a book introduces the extraordinary world of systems thinking and its ‘Dean’, Russell L. Ackoff, to curious and enquiring managers, teachers, business people – anyone, anywhere who works in an organisation.

Finished just before Professor Ackoff’s death late in 2009, “Systems Thinking for Curious Managers” opens the door to a joined-up way of thinking about things that have profoundly influenced thinkers and doers in the fields of business, politics, economics, biology, and psychology.

Lees verder “Systems Thinking for Curious Managers”

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Future Global Shocks

Improving Risk Governance

European Parliament | 2022

This report addresses risks and building capabilities for Europe in a contested world. The coronavirus crisis has demonstrated that the European Union faces various risks, that those disparate risks are interlinked, and that the response to such challenges to the Union is stronger with the Union and its Member States acting together.

Russia’s war on Ukraine, launched while this study was being drafted, shows us more than just the added value of the Union’s concerted action and the ability of EU institutions and Member States to find new and effective solutions to deal with major shocks.

Lees verder “Future Global Shocks”

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Het beeld van ‘Resilience’

Jack Kruf

Stichting Civitas Naturalis bevordert het denken én handelen vanuit integrale en holistische principes van publieke sturing. Kennis over en inzicht in het begrip ‘resilience’ – van organismen en levende systemen – is daarbij essentieel.

Het begrip resilience wordt in het raamwerk Cinetone® gehanteerd om diagnose te kunnen stellen van een vraagstuk. Daarbij wordt het systeem van betrokken organisaties bestudeerd. Resilience wordt als volgt gedefinieerd:

Resilience is het vermogen van een organisme om na stress te herstellen in de oorspronkelijke toestand.

Het begrip dient volgens de stichting te allen tijde te worden gebruikt als volgt: ‘resilience van wat voor wat’. Bijvoorbeeld: ‘resilience van een samenleving in lager gelegen gebieden voor de stijging van de zeespiegel’, ‘resilience van een individuele mens voor Covid-19’, ‘resilience van een gemeenschap voor het verlies van dierbaren’, ‘resilience van een natuurgebied voor de constante instroom van stikstof’, ‘resilience van het bodemleven voor het gebruik van kunstmest en bestrijdingsmiddelen’,’resilience van een koraalrif om stijgende temperatuur van het oceaanwater het hoofd te bieden’, ‘resilience van een gemeente om financiële tegenvallers op te kunnen vangen’, ‘resilience van een stad om op economische bedreigingen te kunnen pareren voor de eigen welvaart’.

Het is in resilience waar interne krachten van het systeem en externe invloeden elkaar ontmoeten. Resilience is één van de wezenskenmerken van elk levend systeem. Het is daarin uniek.

Het begrip resilience verbindt het wezen van een levend systeem met dat van haar context, zijnde het krachtenveld vanuit haar omgeving.

Het is duidelijk dat er grenzen zijn aan de resilience van elk systeem. Soms zijn de externe invloeden zo groot en de interne krachten voor weerstand zo klein dat het systeem door het omslagpunt heengaat en overgaat in een andere fase. Sommigen systemen vallen gewoon om, storten in of verdwijnen. Tegen de grootschalige kap door de mens is geen regenwoud opgewassen. Het verdwijnt. Herstel kan wel bij bijvoorbeeld bij bossen In West-Europa, maar de tijd voor herstel is lang. De regeneratie tot een oorspronkelijk bos duurt dan 900 tot 1000 jaar.

De resilience van de stad voor externe invloeden is hoog. De stad heeft een groot weerstandsvermogen, is in balans en vindt borging door de interne krachten van het systeem.© Civitas Naturalis, 2021

De stichting presenteert een tweetal eenvoudige grafische impressies om het wezen van ‘resilience’ te duiden. Deze werken gaan over de stad als organisme, beschouwd als een ecosysteem. De rode stip symboliseert de stad.

Het zwarte deel is het innerlijk deel van het systeem dat weerstand biedt, zoals bijvoorbeeld, een goede geografische ligging, grote bestuurskracht, cohesie in de samenleving, goede infrastructuur of een sterk financieel weerstandsvermogen.

Het witte deel vorm het geheel van krachten en invloeden van buitenaf, die inwerken op de stad, zoals stormen, grootschalige immigratie, temperatuurstijgingen, epidemieën of overstromingen.

De resilience van de stad voor externe invloeden is laag. De stad gaat over het kantelpunt en ‘rolt’ naar een lager systeemniveau. © Civitas Naturalis, 2021

De werken zijn als fine art print leverbaar in diverse formaten. De opbrengst ervan gaat volledig naar de stichting. Neem contact met ons op, indien u hiervoor belangstelling heeft.

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The future of risk

Ernst & Young | 2009

Protecting and enabling performance: albeit painful, progress ultimately results from crisis. The current downturn is causing companies to challenge their risk management processes and ask how they can further improve their risk management efforts.

Against this backdrop, we conducted a survey to provide a snapshot of the current risk environment and to understand organizational attitudes toward enterprise risk management. We were also interested in understanding how recent events have impacted approaches to risk management and organizations’ abilities to identify and manage different types of risk. Never has there been a more critical time to define a path forward for the “future of risk”.

We believe that the recent economic challenges were, in part, more difficult to predict and manage due to the increasing complexity of risk management processes. Over the past few decades, the number of risk management functions has grown to the point where most large companies have seven or more separate risk functions — not counting their independent financial auditor.

As the number of risk functions increases, coordination becomes more difficult

This has created inefficiencies and resulted in a degree of fatigue on the business. As the number of risk functions increases, coordination becomes more difficult and often results in coverage gaps and overlapping responsibilities. The demands and various reporting requirements placed on the business by these risk functions can become significant and burdensome. The number of risk functions and the various communications from these functions can be a challenge for executives and the board of directors to manage and understand.

As complexity has increased, so has company spending on risk management. Based on a previous survey we conducted last year of Fortune 1000 companies, we estimate that the average company spends about 4% of revenue on risk management activities. We believe the answer to these challenges can be found by carefully considering how to balance risk, cost and value across the enterprise.

Considering the events of the past 12 months, it is not surprising that 96% of our recent survey respondents believe that their risk management programs could be improved. Furthermore, only 1% of companies intend to reduce their risk management resources. Given the current cost-conscious mentality, the fact that nearly all companies want to improve their risk management efforts and intend to maintain or increase their current levels of investment underscores the growing awareness of the value of sound risk management.

Moreover, 46% agreed that committing more resources to risk management would help to create a competitive advantage. Clearly, organizations recognize the importance of risk management. Leading organizations acknowledge that risk management is more than simply protecting existing assets; it is also about enabling performance to create future value.

However, the reality is that most risk functions will be asked to do more with the same or limited additional resources. There is a strong drive to improve risk coverage through better use of existing resources and to deliver more value from their respective functions.

The challenge for most organizations will be to find increased efficiencies in the way their risk management functions operate

The challenge for most organizations will be to find increased efficiencies in the way their risk management functions operate and define the improvements that create the greatest value. We believe the answer to these challenges can be found by carefully considering how best to balance risk, cost and value across the enterprise. Companies that effectively address this challenge are more likely to outperform their competitors.

Summarising conlusions

Risk management has grown increasingly complex over the years, prompting organizations to increase the size, magnitude and reach of their risk management functions. However, an increase in risk management activities does not always correlate to more effective risk management. Recent events have revealed this vulnerability and provided a much needed “wake-up call.”

Many organizations had committed significant resources and investment in risk management but had not worked to connect their processes. Kingdoms or silos were developed, but the levels of interaction, shared reporting, data exchange and coordination was minimal.

While there has been a maturing of risk management, there is still considerable opportunity for improvement. Organizations need to constantly challenge their approach to risk management. This is especially true now, when risk functions are being asked to do more with the same — or limited additional — resources. More than ever, organizations need to rethink their approach to risk management in order to balance risk, cost and value. Our research shows the most commonly identified areas for improvement are:

  • Improving the risk assessment approach to better anticipate, identify and understand risks.
  • Aligning risk management focus with business objectives to drive greater value and focus on the risks most likely to affect the business.
  • Enhancing coordination of risk and control groups to achieve greater efficiencies and eliminate redundancies, duplication and gaps among risk activities.

Organizations that improve their risk management activities will not only provide better protection for their businesses, but also improve their business performance, improve their decision- making and, ultimately, increase their competitive advantage.

Download: Future of risk 2009

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This publication is part of the web-book Public Risk Canon

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Redefining Failure

Seth Godin | Harvard Business Review, 2010

We think we know what failure looks like. Products don’t get purchased. Reorganizations make things worse. Shipments aren’t delivered. Speeches don’t get applauded. Things explode. These are the emergencies and disasters that we have nightmares about.

“Every day, there’s a line (sometimes 10 minutes long) to use the ladies’ room at Grand Central in New York. This is a failure.”

We think that failure is the opposite of success, and we optimize our organizations to avoid it. We install layers and layers of management to eliminate risk and prevent catastrophes. Read more

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The colours of navigation

Colours play an important role in navigation. Here are some, chosen for the ‘Pantone Color of the Year’ with philosophy and arguments. They tell us exactly were we are in time and place and hint at speed and direction

These colours has become part of our common history and function as orientating points from which to navigate. They shine in our cloths, apparels, furniture, walls, interiors and objects as silent beacons for the public domain of society and nature.

They speak in fact a language which could be embraced by the world of public administration and governance. They could generate energy, creativity and innovation. It is the language of navigation.

Civitas Naturalis selected the chosen colours between 2017 and 2023. All related text are quotes from Pantone® presentations.

“The Pantone’s Color of the Year 2023, Viva Magenta 18-1750, vibrates with vim and vigor. It is a shade rooted in nature descending from the red family and expressive of a new signal of strength. Viva Magenta is brave and fearless, and a pulsating color whose exuberance promotes a joyous and optimistic celebration, writing a new narrative.

This year’s Color of the Year is powerful and empowering. It is a new animated red that revels in pure joy, encouraging experimentation and self-expression without restraint, an electrifying, and a boundaryless shade that is manifesting as a stand-out statement. The color welcomes anyone and everyone with the same verve for life and rebellious spirit. It is a color that is audacious, full of wit and inclusive of all.”

Leatrice Eiseman, Executive Director, Pantone Color Institute:

“In this age of technology, we look to draw inspiration from nature and what is real. PANTONE 18-1750 Viva Magenta descends from the red family, and is inspired by the red of cochineal, one of the most precious dyes belonging to the natural dye family as well as one of the strongest and brightest the world has known. Rooted in the primordial, PANTONE 18-1750 Viva Magenta reconnects us to original matter. Invoking the forces of nature, PANTONE 18-1750 Viva Magenta galvanizes our spirit, helping us to build our inner strength.”

“The Pantone Color of the Year 2022 Very Peri PANTONE 17-3938 displays a carefree confidence and a daring curiosity that animates our creative spirit, inquisitive and intriguing helps us to embrace this altered landscape of possibilities, opening us up to a new vision as we rewrite our lives.

Rekindling gratitude for some of the qualities that blue represents complemented by a new perspective that resonates today, PANTONE 17-3938 Very Peri places the future ahead in a new light.”

Leatrice Eiseman, Executive Director, Pantone Color Institute:

“As we move into a world of unprecedented change the selection of PANTONE 17-3938 Very Peri brings a novel perspective and vision of the trusted and beloved blue color family, encompassing the qualities of the blues, yet at the same time with its violet red undertone, PANTONE 17-3938 Very Peri displays a spritely, joyous attitude and dynamic presence that encourages courageous creativity and imaginative expressions.”

“The Pantone Color of the Year 2021 actually is a marriage of two colors, being PANTONE 17-5104 Ultimate Gray and PANTONE 13-0647 Illuminating. These are two independent colors that highlight how different elements come together to support one another. They best express the mood for Pantone Color of the Year 2021. Practical and rock solid but at the same time warming and optimistic, the union of both colors is one of strength and positivity. It is a story of color that encapsulates deeper feelings of thoughtfulness with the promise of something sunny and friendly.

As people look for ways to fortify themselves with energy, clarity, and hope to overcome the continuing uncertainty, spirited and emboldening shades satisfy our quest for vitality. PANTONE 13-0647 Illuminating is a bright and cheerful yellow sparkling with vivacity, a warming yellow shade imbued with solar power. PANTONE 17-5104 Ultimate Gray is emblematic of solid and dependable elements which are everlasting and provide a firm foundation.”

Leatrice Eiseman, Executive Director, Pantone Color Institute:

“The union of an enduring Ultimate Gray with the vibrant yellow Illuminating expresses a message of positivity supported by fortitude. Practical and rock solid but at the same time warming and optimistic, this is a color combination that gives us resilience and hope. We need to feel encouraged and uplifted; this is essential to the human spirit.”

“The Pantone Color of the Year 2020 Classic Blue PANTONE 19-4052 is a timeless and enduring blue hue and elegant in its simplicity. Suggestive of the sky at dusk, the reassuring qualities of the thought-provoking colour highlight our desire for a dependable and stable foundation on which to build as we cross the threshold into a new era.

Imprinted in our psyches as a restful color, PANTONE 19-4052 Classic Blue brings a sense of peace and tranquility to the human spirit, offering refuge. Aiding concentration and bringing laser like clarity, re-centers our thoughts. A reflective blue tone, Classic Blue fosters resilience.”

Leatrice Eiseman, Executive Director, Pantone Color Institute:

“We are living in a time that requires trust and faith. It is this kind of constancy and confidence that is expressed by PANTONE 19-4052 Classic Blue, a solid and dependable blue hue we can always rely on. Imbued with a deep resonance, Classic Blue provides an anchoring foundation. A boundless blue evocative of the vast and infinite evening sky, Classic Blue encourages us to look beyond the obvious to expand our thinking; challenging us to think more deeply, increase our perspective and open the flow of communication.”

“The Pantone Color of the Year 2019 PANTONE 16-1546 Living Corai is vibrant, yet mellow and embraces us with warmth and nourishment to provide comfort and buoyancy in our continually shifting environment. In reaction to the onslaught of digital technology and social media increasingly embedding into daily life, we are seeking authentic and immersive experiences that enable connection and intimacy.

Sociable and spirited, the engaging nature of this color welcomes and encourages lighthearted activity. Symbolizing our innate need for optimism and joyful pursuits, it embodies our desire for playful expression.”

Leatrice Eiseman, Executive Director, Pantone Color Institute:

“Color is an equalizing lens through which we experience our natural and digital realities and this is particularly true for Living Coral. With consumers craving human interaction and social connection, the humanizing and heartening qualities displayed by the convivial PANTONE Living Coral hit a responsive chord.”

“The Pantone Color of the Year 2018 PANTONE 18-3838 Ultra Violet is a dramatically provocative and thoughtful purple shade. It communicates originality, ingenuity, and visionary thinking that points us toward the future. Complex and contemplative, Ultra Violet suggests the mysteries of the cosmos, the intrigue of what lies ahead, and the discoveries beyond where we are now. The vast and limitless night sky is symbolic of what is possible and continues to inspire the desire to pursue a world beyond our own.

Enigmatic purples have also long been symbolic of counterculture, unconventionality, and artistic brilliance. Musical icons Prince, David Bowie, and Jimi Hendrix brought shades of Ultra Violet to the forefront of western pop culture as personal expressions of individuality. Nuanced and full of emotion, the depth of this color symbolizes experimentation and non-conformity, spurring individuals to imagine their unique mark on the world, and push boundaries through creative outlets.”

Leatrice Eiseman, Executive Director, Pantone Color Institute:

“We are living in a time that requires inventiveness and imagination. It is this kind of creative inspiration that is indigenous to PANTONE 18-3838 Ultra Violet, a blue-based purple that takes our awareness and potential to a higher level. From exploring new technologies and the greater galaxy, to artistic expression and spiritual reflection, intuitive Ultra Violet lights the way to what is yet to come.”

“The Pantone Color of the Year 2017 Pantone 15-0343 Greenery is a fresh and zesty yellow-green shade that evokes the first days of spring when nature’s greens revive, restore and renew. Illustrative of flourishing foliage and the lushness of the great outdoors, the fortifying attributes of Greenery signals consumers to take a deep breath, oxygenate and reinvigorate.

Greenery is nature’s neutral. The more submerged people are in modern life, the greater their innate craving to immerse themselves in the physical beauty and inherent unity of the natural world. This shift is reflected by the proliferation of all things expressive of Greenery in daily lives through urban planning, architecture, lifestyle and design choices globally. A constant on the periphery, Greenery is now being pulled to the forefront – it is an omnipresent hue around the world.”

Leatrice Eiseman, Executive Director, Pantone Color Institute:

“Greenery bursts forth in 2017 to provide us with the reassurance we yearn for amid a tumultuous social and political environment. Satisfying our growing desire to rejuvenate and revitalize, Greenery symbolizes the reconnection we seek with nature, one another and a larger purpose.”

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COSO

Committee of Sponsoring Organizations (COSO) | 1985

This Internal Control—Integrated Framework was developed by the Committee of Sponsoring Organizations (COSO) of the Treadway Commission.

The American Accounting Organization (AAA), American Institute of Certified Public Accountants (AICPA), Financial Executives International (FEI), Institute of Internal Auditors (IIA), and Institute of Management Accountants (IMA) Organizations seeking to scale find that this framework offered an approach to enterprise risk management (ERM) sensitive to variability from one organization to the next.

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