Corporate Defense and the Value Preservation Imperative is the first book to finally address the umbrella term corporate defense, and to explain how an integrated corporate defense program can help an organization address both value creation and preservation. The book explores the value preservation imperative, which represents an organization's obligation to implement a comprehensive corporate defense program in order to deliver long-term sustainable value to its stakeholders. For the first time the reader is provided with a complete picture of how corporate defense operates all the way from the boardroom to the front-lines, and vice versa. It provides comprehensive guidance on how to implement a robust corporate defense program by addressing this challenge from strategic, tactical, and operational perspectives. This arrangement provides readers with a holistic view of corporate defense and incorporates the management of the eight critical corporate defense components. It includes how an organization needs to integrate its governance, risk, compliance, intelligence, security, resilience, controls and assurance activities within its corporate defense program.

Radical Reporting, this small volume provides the tools and techniques needed to improve reports. It does so through addressing crucial concepts all too often overlooked in the familiar rush to perform tasks, complete projects, and meet deadlines.

These concepts - the role of culture in communication; the link between logic and language; the importance of organizing thoughts before writing; and how to achieve clarity - may seem academic or theoretical. They're not. Unless writers understand their own thoughts, actions, and objectives, they cannot hope to communicate them at all - let alone clearly.

Cognitive Risk is a book about the least understood but most pervasive risk to mankind - human decision-making. Cognitive risks are subconscious and unconscious influence factors on human decision-making: heuristics and biases. To understand the scope of cognitive risk, we look at case studies, corporate and organizational failure, and the science that explains why we systemically make errors in judgment and repeat the same errors.

In Security Risk Management - The Driving Force for Operational Resilience, we change the perspective on an organization's operational resilience capabilities so that it shifts from being a reactive (tick box) approach to being proactive. The perspectives of every chapter in this book focus on risk profiles and how your business can reduce these profiles using effective mitigation measures.

The book is divided into two sections:

1. Security Risk Management (SRM).

All the components of security risk management contribute to your organization's operational resilience capabilities, to help reduce your risks.

• Reduce the probability/ likelihood.

1. Survive to Operate.

If your SRM capabilities fail your organization, these are the components that are needed to allow you to quickly 'bounce back.'

• Reduce the severity/ impact.