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Global Intelligence Summit - Takeaway #3, Crisis as an Opportunity for Reinvention

Posted By AIRIP President, Wednesday, October 14, 2020
Day One of AIRIP's 2020 Global Intelligence Summit also focused on Reinvention, specifically in the wake of crisis.  Thank you to AIRIP business partner ONTIC for collaborating on this white paper (download here):
There is undeniable value and recognition for the work corporate security professionals are doing in the COVID-19 era to keep organizations and their employees safe. However, as the needs and challenges of security teams are evolving in today’s environment, this shift opens the door for reinvention.
In this whitepaper, we share how the COVID crisis has shaped the opportunity to reinvent the role that corporate security teams play within organizations, while also exploring topics including:
  • Core challenges resulting from COVID
  • Opportunities to plan for an increase in security resources
  • Elevated standards for executive’s personal security in home environments
  • Expanded reach and influence of security professionals within an organization

Tags:  AIRIP  Global Intelligence Summit  Professional Development  resilience  Risk Intelligence 

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Global Intelligence Summit - Takeaway #1, Resiliency in Challenging Situations

Posted By AIRIP President, Thursday, October 8, 2020

On September 16, AIRIP’s 2020 Global Intelligence Summit kicked off with a fantastic keynote address by Dr. Rob Morgan, a psychologist with the U.S. Naval Academy in Annapolis, MD. AIRIP leadership thought that the membership would particularly benefit from Dr. Morgan’s approach to building resiliency out of challenging situations, as we all continue to navigate the Covid-19 environment.


Following Dr. Morgan’s thought-provoking presentation, AIRIP hosted breakout sessions so that members could discuss more in-depth their own ways of managing stress. In concert with Dr. Morgan’s suggestion of creating responses to stressors at a multitude of levels, here are some of the salient takeaways shared:


Biological: Members cited the importance of exercise, but also amending exercise habits to meet the moment (i.e. switching to online classes when gyms are closed). Also identifying the internal “want” to be lonely vice wanting company and adjusting (so, maybe alternating from solitary walks to distanced walks with friends). Someone also suggested focusing on an activity that commands all of your attention, like yoga or journaling, as a way to escape news/work/other stressors.


Self: One member shared a great insight from her boss: Prioritization is not saying no to bad ideas, it’s saying no to good ideas. Sometimes we need to actively turn away from an idea or activity we’d normally gravitate to, in order to maintain a personal boundary. It’s admitting there are things out there we should be doing but cannot do.


Another great idea offered from the group was using our professional skillsets to help us manage the crisis. One participant is a crisis manager at her company, and tried to break down Covid into various chunks in order to process and tackle it. Another member chimed in and said that when he first went into quarantine and there were so many unknowns, he used his skills as a researcher to dig as deep as he could into whatever information was available at that time – focusing on (and enhancing) the knowns vice the unknowns.


Group: One participant specifically cited creating a teaching pod for his kids and the kids of friends. Notably in order for this to work, everyone needs to be on the same wavelength as far as Covid behaviors.


Organizations: One member said that once quarantine was in effect, her team met daily on Zoom. This made her feel very anxious – often her kids were in the background, being loud, or she wasn’t feeling camera-ready. She finally approached her boss and shared her sentiments. Now she can choose whether they share their Zoom screens during the daily check, and can also decide whether or not to have mics on. This is a great example of compromising in the workspace – the daily checks are clearly important to the member’s manager, but she’s found a way to make them more manageable for her.


Another member emphasized the importance of building a culture of recognition at work to motivate and express thanks – providing both emotional support and career support.


Community: One participant championed simply holding calls to discuss anything other than work, using industry and team happy hours as a place to connect socially, beyond professionally.


Another member offered a suggestion of pivoting to online training across companies, keeping people engaged and learning new things – building a broader community across the industry.


Society: A member observed that covid has cut at trust being at the heart of society, and that we have to continue to trust in others, which is a challenge.


To learn more about Dr. Morgan’s work and approach to building resiliency, check out his LinkedIn profile!


Thank you to breakout session moderators Elena Carrington and Suzanna Morrow for this write-up!

Tags:  AIRIP  Covid-19  Global Intelligence Summit  Resilience  Risk Intelligence 

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Building Resilience in Risk Intelligence

Posted By Rachel Bode, Wednesday, May 11, 2016

Meredith Wilson, Founder of Emergent Risk International , and AIRIP Board Member, with collaborative input from Rachel Bode, Founder of the Association for International Risk and Intelligence Professionals, recently published an article on LinkedIn. The post, Building Resilience in Risk Intelligence, is included here:

Building Resilience in Risk Intelligence 

Intelligence, when done well, should be a valued function that organizations think twice about before cutting head count – especially in a downturn.  This is demonstrated clearly in companies where risk intelligence has become a vital function that grows in spite of downsizing.  But it can go the other way too: functions that fail to demonstrate their strategic relevance are often the first to go (although they can also go for myriad unrelated reasons over which personnel may have no control at all). More than established professional functions with clear missions, risk intelligence professionals still need to consistently demonstrate their mission, value, and why they are a need-to-have, rather than a nice-to-have function. 
Here are a few thoughts on how to increase the resilience of your risk intelligence team (even if you are a team of one):
Be VERY smart on your business. 
Your team needs to know the business they are working in and align with its needs and priorities.  For example, risk intelligence professionals in a heavy commodities trading company need to take the necessary time to understand what that entails and how it affects the company’s risk profile.  If you work for a technology company with 20 different lines of business, over time, the team needs to understand each of those lines of business.  By not doing so, the team risks becoming seen as something that can be outsourced in a downturn.  After all, why pay for an in-house intelligence team if a contractor can provide roughly the same general analysis that doesn’t account for the specificity of the business? 
Be smart on what businesses are talking about.
In his annual letter to shareholders, Warren Buffet warned of the instability that a successful attack on the U.S. economy could have. He continues on to discuss the inability “for investors and corporations to shed this risk”. 
“There is, however, one clear, present and enduring danger to Berkshire against which Charlie and I are powerless. That threat to Berkshire is also the major threat our citizenry faces: a “successful” (as defined by the aggressor) cyber, biological, nuclear or chemical attack on the United States. That is a risk Berkshire shares with all of American business. ... Subsequently, we’ve had a few close calls but avoided catastrophic destruction. We can thank our government – and luck! – for this result.”
Analysts can highlight thought leadership of individuals like Warren Buffett in program justification, strategy development and analytical thought. Including references to relevant business leaders shows that you understand your business, its peers and competitors, and the current economy, bringing additional credibility to your work as a business advisor. To use Mr. Buffett’s words: businesses can never fully “shed the risk” of catastrophic events, but as a risk intelligence advisor with business credibility, risk intelligence becomes a key partner in understanding the breadth of risks, planning for strategies for mitigating loss and taking advantage of opportunities afforded by a rapidly changing global business environment. 
Take time to build a strategy.
Risk intelligence functions are often one-person teams with competing fires to address daily. Prolonged work like this for years, constantly reporting threats and bad news, can feel like progress and added value. Especially for those who like a very fast paced environment, this constant crisis mode activity seems like “what we should be doing.” In reality, colleagues may be wondering what it is we do all day. Many executives especially are well read, with tight leadership across their regions and businesses. They likely know the issue and business impact before an analyst can. Thus, no matter how many fires we put out, we need to do the deep thinking and deep work to add strategic value to our business.  That requires a strategy of your own.  What is the unique perspective and value add that your team brings to the business? How do you leverage that value?  How do you build in time for strategic work? How do you present analysis in a manner that is engaging and drives innovation (especially when we’re used to telling the bad news stories)? Warning executives about travel risks is important, but can easily be outsourced.  Demonstrating the strategic impact of long-term geopolitical issues and highlighting opportunities based on your unique knowledge of the company footprint overlaid with your risk intelligence subject matter expertise cannot be so easily replaced.
Drop the jargon.
Risk intelligence professionals, like most professionals, tend to have a certain vernacular that we use with our colleagues.  Often it is a combination of words utilized during our government service days, and words we’ve picked up from colleagues who do the same.  Within circles of like-minded professionals, this is fine.  In our writing and communication with our business partners, it is not.  To communicate in this manner risks looking like an outsider in your own company, and/or alienating people with scary sounding communications.  Think about ways to eliminate or greatly reduce the use of words like threat, violence, and other highly negative words in your writing and speech (you can still convey risk without overuse of these types of words).  Study other modes of communication to find a style that will work within your business. Evaluate your writing for too many phrases and hyperbolic words that imply alarmism.  All of these things increase the perception of risk intelligence as a barrier to business, instead of being a vital part of business growth (which it is!).
Build the profession.

Because it is still a young profession, there is still so much room for creativity and new approaches to our field.  It is also still in a nascent phase of development that requires more standards and structure to truly professionalize it.  Consider taking a committee or supporting role in helping to better develop the profession through organizations like the Association for International Risk and Intelligence Professionals (AIRIP), the Analyst Roundtables, or other organizations working to promote and professionalize the risk intelligence profession.  Write an article for LinkedIn or a professional risk management publication.  The more we build the field and create professional standards around what it means to be a risk intelligence professional, the better business will be able to understand the true power of our profession to build business resilience. 
Take a few steps back.
As hard as it can be to set aside the immediate; in order to do our jobs well, we sometimes need to take a few steps back and think about whether we are doing the job to the best of our ability.  Are we so busy answering the mail that we are leaving much of our talent and potential value add on the table?  Next time you have a breather, sit down and start working on that strategy.  Set aside two hours on your calendar every week to focus just on this – no emails, no phone calls, no scanning the news. What are your goals for strategic work?  Do they align with your company’s strategic priorities? How can you position your function to assist with this type of work?  How can you show thought leadership within your role?  Build bridges with your internal business partners, build knowledge of their roles, build a strategy for success and you will build resilience for your intelligence function and for your business.



Tags:  AIRIP  AIRIP News  Information  resilience  Risk Intelligence  Risk Intelligence Organization 

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