Typically, we think of the GAO focusing on territory familiar to auditors, which is what most of the high risk list does:  managing federal real property, DOD supply chain management, NASA acquisitions management, modernizing federal disability programs.  But now it has added a politically-charged topic to its list, but has taken the middle of the road on the topic.

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In their HBR article, “Managing Risks:  A New Framework,” Kaplan and Mikes say: “risk management is too often treated as a compliance issue that can be solved by drawing up lots of rules and making sure that all employees follow them.” 

Smart Energy Management is Smart Business All authors involved in this energy series hope that you, the reader, are taking away one key message – being smart about energy is smart business.  Smart energy management – from long-term, strategic planning to tactical actions such as putting your computer in sleep mode can have a profound compounding effect on an organizations wallet and the environment. 

In our last post, we talked about how a greenhouse gas management program mitigates the risks associated with future regulatory changes. We also talking about its usefulness as a cost mangemnent metric. Today, we will get into the basic steps of the greenhouse gas mangement process. Greenhouse Gas Management at a Glance A greenhouse gas inventory will likely include the following steps. 

Government organizations and private sector businesses need to realize that greenhouse gas management can no longer be viewed as a tactic to appease socially conscious citizens or shareholders but rather should be recognized as a critical component of long term organizational success. Over the next two blog entries will discuss how a greenhouse gas management program mitigates the risks associated with future regulatory changes and its usefulness as a cost management metric.  We will also briefly explain the basics of the greenhouse gas management process.

  Decisions based on bad information can lead to poor results and be quite costly to organizations. This may culminate in the squandering of opportunities, taking on unnecessary risk, misallocating resources, and ultimately not achieving strategic goals or objectives.

Decisions based on bad information can lead to poor results and be quite costly to organizations. This may culminate in the squandering of opportunities, taking on unnecessary risk, misallocating resources, and ultimately not achieving strategic goals or objectives.

 

Decisions based on bad information can lead to poor results and be quite costly to organizations. This may culminate in the squandering of opportunities, taking on unnecessary risk, misallocating resources, and ultimately not achieving strategic goals or objectives. At a time of shrinking budgets and increasing expectations to do more with less, making better decisions based on informed judgment has taken on even more significance for both private sector and government organizations.