The Global Centre for Risk and Innovation (GCRI)

Nexus Standards

Nexus Standards utilize digital collaboration platforms designed for collective input and iteration. These platforms serve as virtual workspaces where stakeholders can propose, discuss, and refine standards in an environment that promotes transparency and engagement.

  • Adaptive Governance Structure: The governance of Nexus Standards combines central oversight with decentralized input. A central body provides strategic guidance and maintains the integrity of the standards, while diverse working groups tackle specific aspects of risk management, ensuring agility and responsiveness to emerging challenges.
  • Open Contribution and Peer Review: Contributions to Nexus Standards are encouraged from all sectors and reviewed through a structured, peer-reviewed process. This ensures that proposals are rigorously evaluated for relevance, scientific validity, and alignment with the overarching goals of risk management and sustainability.
  • Dynamic Versioning and Evolution: Recognizing the rapidly changing nature of global risks, Nexus Standards feature a flexible versioning system. This allows for the timely update of standards in response to new scientific findings, technological advancements, or shifts in the risk landscape, facilitating ongoing relevance and effectiveness.
  • Implementation Resources and Support: To support the widespread adoption and implementation of Nexus Standards, a comprehensive suite of resources will be made available. This includes guidelines, toolkits, and educational materials, designed to ease the integration of these standards into existing systems and practices.
  • Impact Assessment and Sustainability Metrics: A distinctive feature of Nexus Standards is their integration of impact assessment criteria, evaluating potential standards through lenses of sustainability, societal benefit, and environmental impact. This approach ensures that the standards contribute positively to global efforts to mitigate risks while promoting sustainability.

ornam

Governance

Nexus STANDARDS SIMPLIFIED

The Nexus Agile Framework (NAF) enables GCRI to navigate the complexities of global risk management with an agile and comprehensive approach. By aligning strategic governance with agile operational execution and fostering interdisciplinary collaboration, NAF orchestrates a harmonious interplay between high-level strategic visioning and ground-level operational execution, ensuring that our initiatives in risk mitigation and resilience building are both innovative and adaptive.

  • Strategic Visioning & Governance: The NAF places the General Assembly (GA) at the apex of our decision-making hierarchy, setting the stage for a democratic and strategic vision that guides the Board of Trustees (BoT) in governance. The GA’s directives are channeled through the Global Stewardship Board (GSB) and specialized leadership boards (SLBs), ensuring a coherent translation of global strategies into actionable directives across different operational domains.
  • Operational Execution & Support: Operational agility is achieved through the Central Bureau and the Management Board, which collectively harness the expertise within our Technical Management Divisions (TMDs). These divisions are led by division directors and managers who drive our engineering and technology systems, ensuring that our operational execution aligns with our broader strategic goals and agile principles.
  • Regional Execution & Local Engagement: The regional stewardship boards (RSBs), along with national working groups (NWGs), exemplify our commitment to context-sensitive execution. They ensure that GCRI’s strategies are not just globally coherent but also locally adapted and responsive to the nuances of regional risk landscapes.
  • Interdisciplinary Collaboration & Decision-Making: Our SLBs, such as the Engineering Leadership Board and Industry Leadership Board, epitomize our interdisciplinary approach. They navigate complex decision-making landscapes, integrating diverse perspectives from technical councils to regulatory frameworks, ensuring that our strategies are robust and encompassing.
  • Strategic Planning & Execution Cycle: The NAF empowers our leadership boards to align their specialized insights with the strategic initiatives of the GCRI, enabling a cyclic and iterative process of planning, execution, review, and adaptation. This cycle is crucial for the dynamic equilibrium required in our complex operating environment.
  • Feedback & Adaptation: Central to the NAF is the principle of feedback and adaptation. Our model embodies an iterative learning process, where feedback from regional execution informs global strategy, ensuring that our approach to risk management remains both agile and informed by on-the-ground realities.

The GA is the primary legislative body responsible for electing the Board of Trustees (BoT) and setting the strategic direction for the organization. It ensures that GCRI's mission and objectives are well-defined and that governance aligns with global stakeholder inputs.

The BoT provides governance and strategic oversight. It ensures that the organization's goals are aligned with the directives set by the GA, overseeing the Global Stewardship Board (GSB) and other specialized leadership boards.

The President and CEO, nominated by GSB and elected by the BoT, are responsible for leading the organization's strategic initiatives and managing day-to-day operations. They ensure that the strategic vision is effectively executed across the organization.

The Stewardship Committee coordinates across different boards, such as the Central Bureau, GSB, RSBs, SLBs and MGM, to drive agile trains and ensure alignment with the organization’s goals and the effective execution of strategies.

SLBs provide strategic oversight and guide technical activities within their specialized domains. They include boards focused on industry, academic programs, legacy projects, and stewardship, among others.

The GSB comprised of core governance committees and representatives of RSBs, provides global oversight, setting strategic directions, and ensuring that regional stewardship boards are in sync with the organization's global mission and strategies. GSB reports to BoT.

Administrative and operational backbone. The Central Bureau supports the execution of strategies developed by GSB and is managed by CEO providing the necessary operational support for the organization's initiatives.

RSBs cater to specific regions, ensuring that global strategies are adapted and executed according to regional needs and feedback, facilitating local engagement.

NWGs provide localized operational support, ensuring that the strategies and initiatives are effectively implemented at the national level, reporting back to their respective regional boards.

Through the Engineering Leadership Board and other specialized boards, GCRI ensures that various technical and sectoral perspectives are integrated into decision-making, promoting agile and responsive strategies for risk mitigation and resilience building.

GCRI employs integrated feedback loops and adaptation process, where interdisciplinary collaboration and decision-making are continuously refined based on global environmental changes and stakeholder feedback, maintaining agility in its operations and strategies.

Architecture

SLB CSO process

The Nexus Agile Framework (NAF) enables GCRI to navigate the complexities of global risk management with an agile and comprehensive approach. By aligning strategic governance with agile operational execution and fostering interdisciplinary collaboration, NAF orchestrates a harmonious interplay between high-level strategic visioning and ground-level operational execution, ensuring that our initiatives in risk mitigation and resilience building are both innovative and adaptive.

  • Strategic Visioning & Governance: The NAF places the General Assembly (GA) at the apex of our decision-making hierarchy, setting the stage for a democratic and strategic vision that guides the Board of Trustees (BoT) in governance. The GA’s directives are channeled through the Global Stewardship Board (GSB) and specialized leadership boards (SLBs), ensuring a coherent translation of global strategies into actionable directives across different operational domains.
  • Operational Execution & Support: Operational agility is achieved through the Central Bureau and the Management Board, which collectively harness the expertise within our Technical Management Divisions (TMDs). These divisions are led by division directors and managers who drive our engineering and technology systems, ensuring that our operational execution aligns with our broader strategic goals and agile principles.
  • Regional Execution & Local Engagement: The regional stewardship boards (RSBs), along with national working groups (NWGs), exemplify our commitment to context-sensitive execution. They ensure that GCRI’s strategies are not just globally coherent but also locally adapted and responsive to the nuances of regional risk landscapes.
  • Interdisciplinary Collaboration & Decision-Making: Our SLBs, such as the Engineering Leadership Board and Industry Leadership Board, epitomize our interdisciplinary approach. They navigate complex decision-making landscapes, integrating diverse perspectives from technical councils to regulatory frameworks, ensuring that our strategies are robust and encompassing.
  • Strategic Planning & Execution Cycle: The NAF empowers our leadership boards to align their specialized insights with the strategic initiatives of the GCRI, enabling a cyclic and iterative process of planning, execution, review, and adaptation. This cycle is crucial for the dynamic equilibrium required in our complex operating environment.
  • Feedback & Adaptation: Central to the NAF is the principle of feedback and adaptation. Our model embodies an iterative learning process, where feedback from regional execution informs global strategy, ensuring that our approach to risk management remains both agile and informed by on-the-ground realities.

The GA is the primary legislative body responsible for electing the Board of Trustees (BoT) and setting the strategic direction for the organization. It ensures that GCRI's mission and objectives are well-defined and that governance aligns with global stakeholder inputs.

The BoT provides governance and strategic oversight. It ensures that the organization's goals are aligned with the directives set by the GA, overseeing the Global Stewardship Board (GSB) and other specialized leadership boards.

The President and CEO, nominated by GSB and elected by the BoT, are responsible for leading the organization's strategic initiatives and managing day-to-day operations. They ensure that the strategic vision is effectively executed across the organization.

The Stewardship Committee coordinates across different boards, such as the Central Bureau, GSB, RSBs, SLBs and MGM, to drive agile trains and ensure alignment with the organization’s goals and the effective execution of strategies.

SLBs provide strategic oversight and guide technical activities within their specialized domains. They include boards focused on industry, academic programs, legacy projects, and stewardship, among others.

The GSB comprised of core governance committees and representatives of RSBs, provides global oversight, setting strategic directions, and ensuring that regional stewardship boards are in sync with the organization's global mission and strategies. GSB reports to BoT.

Administrative and operational backbone. The Central Bureau supports the execution of strategies developed by GSB and is managed by CEO providing the necessary operational support for the organization's initiatives.

RSBs cater to specific regions, ensuring that global strategies are adapted and executed according to regional needs and feedback, facilitating local engagement.

NWGs provide localized operational support, ensuring that the strategies and initiatives are effectively implemented at the national level, reporting back to their respective regional boards.

Through the Engineering Leadership Board and other specialized boards, GCRI ensures that various technical and sectoral perspectives are integrated into decision-making, promoting agile and responsive strategies for risk mitigation and resilience building.

GCRI employs integrated feedback loops and adaptation process, where interdisciplinary collaboration and decision-making are continuously refined based on global environmental changes and stakeholder feedback, maintaining agility in its operations and strategies.

Process

Nexus standards prgrams

The Nexus Agile Framework (NAF) enables GCRI to navigate the complexities of global risk management with an agile and comprehensive approach. By aligning strategic governance with agile operational execution and fostering interdisciplinary collaboration, NAF orchestrates a harmonious interplay between high-level strategic visioning and ground-level operational execution, ensuring that our initiatives in risk mitigation and resilience building are both innovative and adaptive.

  • Strategic Visioning & Governance: The NAF places the General Assembly (GA) at the apex of our decision-making hierarchy, setting the stage for a democratic and strategic vision that guides the Board of Trustees (BoT) in governance. The GA’s directives are channeled through the Global Stewardship Board (GSB) and specialized leadership boards (SLBs), ensuring a coherent translation of global strategies into actionable directives across different operational domains.
  • Operational Execution & Support: Operational agility is achieved through the Central Bureau and the Management Board, which collectively harness the expertise within our Technical Management Divisions (TMDs). These divisions are led by division directors and managers who drive our engineering and technology systems, ensuring that our operational execution aligns with our broader strategic goals and agile principles.
  • Regional Execution & Local Engagement: The regional stewardship boards (RSBs), along with national working groups (NWGs), exemplify our commitment to context-sensitive execution. They ensure that GCRI’s strategies are not just globally coherent but also locally adapted and responsive to the nuances of regional risk landscapes.
  • Interdisciplinary Collaboration & Decision-Making: Our SLBs, such as the Engineering Leadership Board and Industry Leadership Board, epitomize our interdisciplinary approach. They navigate complex decision-making landscapes, integrating diverse perspectives from technical councils to regulatory frameworks, ensuring that our strategies are robust and encompassing.
  • Strategic Planning & Execution Cycle: The NAF empowers our leadership boards to align their specialized insights with the strategic initiatives of the GCRI, enabling a cyclic and iterative process of planning, execution, review, and adaptation. This cycle is crucial for the dynamic equilibrium required in our complex operating environment.
  • Feedback & Adaptation: Central to the NAF is the principle of feedback and adaptation. Our model embodies an iterative learning process, where feedback from regional execution informs global strategy, ensuring that our approach to risk management remains both agile and informed by on-the-ground realities.

The GA is the primary legislative body responsible for electing the Board of Trustees (BoT) and setting the strategic direction for the organization. It ensures that GCRI's mission and objectives are well-defined and that governance aligns with global stakeholder inputs.

The BoT provides governance and strategic oversight. It ensures that the organization's goals are aligned with the directives set by the GA, overseeing the Global Stewardship Board (GSB) and other specialized leadership boards.

The President and CEO, nominated by GSB and elected by the BoT, are responsible for leading the organization's strategic initiatives and managing day-to-day operations. They ensure that the strategic vision is effectively executed across the organization.

The Stewardship Committee coordinates across different boards, such as the Central Bureau, GSB, RSBs, SLBs and MGM, to drive agile trains and ensure alignment with the organization’s goals and the effective execution of strategies.

SLBs provide strategic oversight and guide technical activities within their specialized domains. They include boards focused on industry, academic programs, legacy projects, and stewardship, among others.

The GSB comprised of core governance committees and representatives of RSBs, provides global oversight, setting strategic directions, and ensuring that regional stewardship boards are in sync with the organization's global mission and strategies. GSB reports to BoT.

Administrative and operational backbone. The Central Bureau supports the execution of strategies developed by GSB and is managed by CEO providing the necessary operational support for the organization's initiatives.

RSBs cater to specific regions, ensuring that global strategies are adapted and executed according to regional needs and feedback, facilitating local engagement.

NWGs provide localized operational support, ensuring that the strategies and initiatives are effectively implemented at the national level, reporting back to their respective regional boards.

Through the Engineering Leadership Board and other specialized boards, GCRI ensures that various technical and sectoral perspectives are integrated into decision-making, promoting agile and responsive strategies for risk mitigation and resilience building.

GCRI employs integrated feedback loops and adaptation process, where interdisciplinary collaboration and decision-making are continuously refined based on global environmental changes and stakeholder feedback, maintaining agility in its operations and strategies.

Have questions?