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An investment management firm was growing rapidly
but needed to streamline and improve the way it did much of its
work in order to reduce the risk of further growth. The company
asked me to complete a risk analysis of existing processes, and
to prioritize processes for maximum-impact improvement, given the
limited time and attention of the increasingly busy staff to implement
improvements. I worked with managers and employees to define existing
processes, and to define criteria which represented risks the company
would be likely to face in possible future scenarios. Then I independently
evaluated each process for the primary risks, as did the COO. We
compared our
assessments, reconciled our few differences, then prioritized the
processes for immediate, or long-term
improvement. The analytical framework we used, and our improvement
prioritization results were recently used again when, several years
after that work, "possible" scenarios
had, in fact, occurred. The client was able to use the analysis
again when challenges of the new,
but anticipated, circumstances needed to be addressed rapidly and
well.
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