创新校园:风险管理的策略nt

Being a risk manager requires innovation to stay ahead of evolving risks on campus. Often, it also means introducing changes to ingrained behaviors and practices to a diverse group that can include students, faculty, alumni and the community. How you initiate and manage change can be critical to the success of important innovations, according to experienced risk management leaders.

Two university risk managers will join Sherry Hersey, Travelers Business Insurance Marketing Strategy Lead, atupcoming URMIA conferencein Boston this fall, on a panel discussion about how to use design thinking and other strategies to lead campus change and innovation.

After conducting ergonomic studies, Robin Oldfield, University of Dayton’s Assistant Vice President and Chief Risk Officer, created a正念和身体力学训练to help increase employee safety and reduce workers compensation claims in two key departments. She developed a brown bag lunch series to help communicate and build acceptance for the idea across campus.

Susie Johnson, Director of Risk Management at Iowa State University, identified improper food handling as a risk and worked with dietary and food specialists to create an online, on-demand training program for student groups interested inserving food at their events.

“Using design thinking and other innovation frameworks, university risk managers are brainstorming potential solutions to problems as a group,” said Hersey. “Having buy-in from stakeholders as ideas are being formulated lays the groundwork for better implementation.”

At the core of the well-executed innovation is a user-centric, empathetic mindset that understands the perspective of the different stakeholders and creates solutions that will work best for them. In the food safety training module, that meant a training module that students could access 24 hours a day online, in smaller time increments that suited their schedules.

一种新的风险管理方法

“Risk management today is more collaborative than ever before,” said Heath Kidd, Travelers Education Industry边缘manager. “Building a culture of creativity, collaboration and innovation can help address risk management demands in a way that everyone feels a part of the solution.”

That collaboration can also help identify potential problems before a solution is fully baked, Oldfield and Johnson have found. For Oldfield, understanding early on the potential reluctance that public safety officers might have to practicing mindfulness allowed her to train them in brief exercises that could be completed inconspicuously. “Mindfulness can still be effective in three-minute increments,” Oldfield said. “That early feedback about their potential reluctance helped me shape future trainings and build engagement.”

在设计圈中，由于这个原因，最低可行产品或MVP的概念正在吸引。从本质上讲，这涉及确定您需要创建的基本要素，以使一个想法具有功能性，而无需完全构建并启动。您启动MVP，目的是随着您的发展而不断完美。对于各种利益相关者来说，适应MVP引入的更逐渐的变化，而不是更抛光的最终产品也可以更容易。

赫尔西说：“最低可行产品的概念只是创新框架的一种工具，”他使用了与客户旅程相关的创新框架，在两天内开发了100多个想法。赫尔西说：“风险经理可以在探索最适合其校园文化的最佳作用时不断增加列表。”

增量创新可以帮助风险经理发展出一种新的观点，以查看潜在的问题和解决方案。与更传统的方法来解决校园中的风险，在该校园中，解决方案是完全开发和实施的，这一新过程正在进行中，风险经理和社区定期开会，以不断评估新兴的威胁并开发新的方法来解决这些威胁。