At Britten Coyne Partners, Index Investor, and the Strategic Risk Institute, we all share a common mission: To help clients avoid failure by better anticipating, more accurately assessing, and adapting in time to emerging strategic threats. Improving clients’ (and our own) forecasting process to increase predictive accuracy is critical to…

At Britten Coyne Partners, we have often observed that research on issues related to anticipating, assessing, and adapting in time to emergent strategic threats is poorly shared across the military, intelligence, academic, and practitioner communities. …

The fall of the US Capitol building to a mob of rioters on January 6, 2021 left millions stunned and horrified, and all asking the same question: “How Could This Happen?” Unfortunately, the answer is painfully familiar to those of us who study strategic failure and spend our days helping…

Strategic failure is not just the opposite of success. It is a different phenomenon that has its roots our individual and collective inability or unwillingness to anticipate, accurately assess, or adapt in time to emerging threats. COVID-19 has been no exception, and has important lessons to teach boards and management…

Reprinted from Britten Coyne Partners’ Strategic Risk Blog The first is “Anomaly Detection: The Art of Noticing the Unexpected”. Dr. Gary Klein. With our consulting work with clients at Britten Coyne Partners, and in our Strategic Risk Governance and Management courses at the Strategic Risk Institute, we emphasize being alert…

Reprinted from Britten Coyne Partners Strategic Risk Blog This week, Mike Morrell had former senior CIA executive Martin Peterson on his Intelligence Matters podcast, which is well worth listening to. Petersen succinctly summarized the lessons he’d learned over a career (and taught to new analysts) about the root causes of…

Reprinted from Britten Coyne Partners Strategic Risk Blog The arrival of the COVID19 pandemic has made the distinction between risk and uncertainty painfully clear. In the case of the former, the range of possible future outcomes is known, as are their probabilities, and potential impact. In the case of uncertainty…

Reprinted from the Britten Coyne Partners Strategic Risk Blog Once the immediate challenges posed by the global COVID-19 pandemic have been met, as they surely shall, a great deal of research will focus on this question: Why did it seem to take so many people, companies, and governments by surprise? …

Reprinted from Britten Coyne Partners Strategic Risk Blog The AICPA and the Poole College of Management at North Carolina State University have just released their 2020 “State of Risk Oversight” report, based on data collected from over 500 organizations in the fall of 2019. It paints a damning picture of…