After-action reviews are meant to improve resilience. Too often they only improve reporting. This article shows how to turn reviews into design changes that reduce decision latency and strengthen supply chain resilience within one governance cycle.
Every supply chain runs on assumptions. Most stay hidden until they fail. Naming those hidden assumptions brings them into the open and helps teams turn disruption into timely, practical design change.
Most organisations report on risk but never redesign the system behind it. This article shows how real-time redesign turns incidents into structural improvements that reduce delay and build resilience into the operating cadence.
Decision latency is the quiet delay between seeing a supply chain problem and acting on it. In a polycrisis environment, these delays give disruption room to spread. Faster triggers and clearer pathways help convert early signals into early action.
Small issues repeat because supply chains contain hidden feedback cycles. This post explains how those cycles grow minor problems into major disruptions and how operators can break the pattern before it spreads.
Small disruptions rarely stay small. Once inside a supply chain, they spread through the flows of goods, data, cash and trust, turning routine issues into costly weeks. This post explains why that happens and how leaders can stop the spread before it multiplies.
Disruptions don’t begin inside your business. They build in the external environment — across energy, finance, climate and trade — before they arrive at your door. This post introduces the systems–exposure lens, a way to see where pressure is forming and how it could travel through your network.
Resilience used to mean protection. Now it means advantage. This post explores how organisations can move from defensive risk management to strategic readiness and turn volatility into performance.
Traditional risk matrices record static hazards. Modern disruption moves through connected systems. This post explains why matrices fail in a polycrisis world and how The Signal House framework helps leaders act sooner.
Old risk terms describe symptoms, not systems. This post explains why resilience starts with language and how The Signal House framework helps leaders see risk as a connected system, not a list of incidents.
Why do supply chains overreact? This post explains how feedback loops and delays drive the bullwhip effect and amplify systemic risk — and how The Signal House framework helps leaders cut decision latency and build resilience.
Small shocks can push systems over invisible thresholds. This post explains nonlinearity and tipping behaviour in supply chains and how The Signal House framework helps leaders act before disruption accelerates.
Risk & Resilience
Small shocks rarely stay small. This post explains how cascades, compounding and feedback loops turn minor disruptions into crises, and how The Signal House framework helps build supply chain resilience by revealing where to act first.
Risk & Resilience
Five small stresses can hit harder than one big hazard. Spot the five signs your organisation is stuck in risk lists, and see how risk maps improve supply chain resilience by showing where disruptions propagate and where to act first.
Risk & Resilience
Most organisations manage risk as lists of threats. Few map how those threats move. This post shows how risk mapping reveals connections, helps build supply chain resilience, and replaces reactive risk registers with real insight.
Risk & Resilience
Supply chains no longer face single shocks. Disruptions now interact and compound across logistics, finance, data and reputation. This post explains what a polycrisis is and how mapping stresses, triggers and crises can strengthen supply chain resilience.
Risk & Resilience
Rethinking Risk and Resilience: Supply Chains in the Age of Polycrisis Recent global events - from pandemic-induced disruptions and geopolitical tensions to climate crises and technological upheavals - have laid bare critical vulnerabilities within supply chains worldwide. Traditional risk management practices, designed for isolated disruptions, are now insufficient. Welcome to