"The greatest deception men suffer is from their own opinions." - Leonardo da Vinci

A story about Mountains – Part 2

Part 2 – Communication See also Part 1 A crucial element Management and leadership are perfectly complementary aspects of running companies and organisations and they are essential to good business. These aspects also have a crucial element in common, namely communication. Both management and leadership need appropriate and clear communication to share ideas, execute plans and

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A story about mountains – Part 1

Part 1 – What does your mountain look like? Companies and mountains During a conversation, when subjects like the state and condition of companies, services or organisations pop up, I often compare this state and condition with the environment and the circumstances on and around a mountain. There are a lot of parallels that can be drawn between

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How to Integrate Risk Based Thinking into your own Organisation [video]

What is Risk Based Thinking? What exactly do we mean when we talk about Risk Based Thinking? The last revision of ISO 9001 (2015) introduced the concept of Risk Based Thinking. In this ISO standard, a company-wide approach to quality is promoted. This updated approach substitutes the concept of preventive action by ‘Managing Risks and

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Living in the comfort zone

Perceptions of danger and safety in the comfort zone Safety & Performance, opposing forces? Often safety and performance in an individual or organisational context are deceptively seen as opposing forces. In this line of thinking, doing things out of the ordinary brings about unknown risks. As such, this is considered being dangerous and therefore people

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Comparing ISO 31000 (2009) with the draft ISO 31000 (2017) – Part 2

Part 2 – ISO 31000 – Scope – Narrative References – Terms & Definitions A high level document The revision for the ISO 31000 standard is to be finalized in 2017. In a series of articles we want to present and discuss the major changes that are to be expected. In Part 1 we discussed the

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Comparing ISO 31000 (2009) with the draft ISO 31000 (2017) – Part 1

Part 1 –  THE INTRODUCTION An eye-catching feature Recently the draft version of the first revision of the ISO 31000 standard has become available for purchase and review. (https://www.iso.org/obp/ui/#iso:std:iso:31000:dis:ed-2:v1:en) and a first rather drastic change is immediately visible in the introduction of the standard, as it really catches the eye. In this first article comparing

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Safety & performance are two sides of the same coin. Performance is about pursuing risk and achieving objectives, while safety is about eliminating the negative effects of uncertainty on those objectives and their achievement. What is performance without safety? Or, what is safety without performance? My answer is: Nothing! Performing safely is what every organisation should

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ISO 31000 : (All) Management = Risk Management

According to ISO 31000, “risk is the effect of uncertainty on objectives”. The first time I set eyes on this definition it was difficult for me to fully grasp the reach of this definition. At that time I was already convinced risk had both a positive as well as a negative component. Risk, as I

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The ISO 31000 standard can be summarized on one A4. It comprises 11 principles, a framework and a process. But this is the easy part. Translating these principles into guidance to be used in practice, building a powerful framework to implement risk management from top to bottom throughout an organisation and using the risk management

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ISO 31000 (2009) FRAMEWORK

Mandate and commitment from top management The ISO 31000 principles can be seen as elements of leadership, guiding thoughts that answer the question why one should implement risk management in one’s organisation. They are also a set of values, beliefs and convictions, the fundamental mental models, guiding daily operations in organisations and the fundamental ideas

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