David Patrishkoff is president of E3 (Extreme Enterprise Efficiency) and the founder of the Institute for Cascade Effect Research. He is a Lean Six Sigma Master Black Belt and the inventor of a cascading risk management methodology that has patent pending status.
Before starting his consultancy in 2001, Patrishkoff held many worldwide senior executive positions in the automotive and trucking industry.
Patrishkoff’s consultancy has helped clients from 60-plus different industries, worldwide, to solve their most serious strategic, profitability and risk management issues. He is also an expert at the practical implementation of ISO risk management guidelines.
He is an adjunct professor at Kettering University Graduate School of Business.
As we still struggle to improve physical security in the brick and mortar world, we are also greatly challenged by security issues in the cyber world. The layers of cyber protections are melting away quickly (Figure 1) as evidenced by an exponential growth in cyber crime. We are all racing rapidly away from the shores […]
Most of us have heard the phrase: “Culture eats strategy for breakfast.” It could be restated as, “Your actions speak louder than your words.” This means that management can dream up any strategy they want, but their behaviors and actions are what create the culture of an organization. Culture drives how efficient an organization’s processes […]
A classic SWOT (strengths, weaknesses, opportunities and threats analysis) is usually considered as a good start for strategic planning efforts and further analysis. A disruptive and cascading SWOT can re-position the whole strategic plan to seriously pursue disruptive innovation. A great strategic plan should not just be about beating the competition at their game, but […]
If you think that the analysis you use to identify the strengths, weaknesses, opportunities and threats (SWOT) in your business is adequate, beware. It is intended to provide a 360-degree view of your risks and opportunities but often fails to fill that requirement because of superficial applications and failure to look at risks from connected […]
ISO 31000 (Risk Management) and its supporting publications encompass an impressive to-do list of risk management guidelines for organizations. However, if an organization selectively pursues some of the ISO guidelines and ignores others, highly undesirable events — even tragedies — can occur. This is what happened with the Titanic. ISO 31000, section 4.2, suggests we […]