case study for event management

Case Studies: Successful Events Using Event Software

Introduction.

In the evolving realm of event planning, success hinges on adapting to the target audience’s demands and creating memorable experiences. This compilation of case studies uncovers the success stories of prominent organizations such as GE Healthcare, leveraging modern platforms in the information technology sector. These stories illuminate the transformative power of event software in orchestrating successful product launches, virtual and hybrid events, and esports competitions across the United States and beyond. They highlight amplified customer satisfaction, enhanced security, significant cost savings, and insightful analytics, offering valuable lessons for event planners on the path to success. Delve into these customer stories to discover how the right platform can elevate your event planning strategies.

5 Event Case Studies

Case study 1: product launch by ge healthcare.

GE Healthcare leveraged a top-tier platform in the information technology sector to successfully launch a groundbreaking product. This case study emphasizes the crucial role of analytics in understanding the target audience, leading to a memorable experience and amplified customer satisfaction.

Case Study 2: Virtual Event In The United States

As the demand for virtual events surged, a prominent firm triumphed in hosting a large-scale virtual event using advanced event software. The event offered attendees an interactive experience and demonstrated impressive cost savings, making it a success story worth noting.

Case Study 3: Hybrid Event In The Information Technology Sector

In this customer story, an IT company adeptly bridged the gap between physical and digital spaces, setting up a hybrid event that attracted a broad audience. The event showcased the platform’s security features, underscoring the importance of safety in memorable experiences.

Case Study 4: Esports Competition

This case study recounts how a leading Esports organization used an event software platform to deliver an exceptional experience for attendees, from live streaming to real-time social media integration. This success story encapsulates the power of creating memorable experiences for a specific target audience.

Case Study 5: United Nations Conference

The United Nations harnessed event software to enhance the attendee experience at a crucial conference. With robust analytics, seamless security, and improved customer satisfaction, this case study is an example of how event planners can utilize technology for successful and impactful events.

The Skift Take: These case studies demonstrate the powerful role of event software platforms in facilitating successful events, from product launches to large-scale conferences. Leveraging technology, organizations like GE Healthcare and the United Nations have improved attendee experience, enhanced security, saved costs, and gained valuable insights. These success stories serve as a testament to the transformative potential of information technology in event planning.

Why Event Badges Will Never Be The Same Again [Case Study]

The digital revolution has forever changed the face of event badges. In our case study, we delve into how technology-driven badges have enhanced the event experience, providing not just identity verification, but also serving as a tool for networking, data collection, and improving overall attendee engagement.

How To Increase Engagement With Your Event App By 350% [Case Study]

In this case study, we unravel the strategy behind a staggering 350% increase in event app engagement. Through a blend of user-friendly design, interactive features, and personalized content, the case underlines the power of a well-implemented event app in boosting attendee interaction and enhancing the overall event experience.

How To Meet Green [Case Study]

This case study explores the concept of sustainable event planning. It illustrates how a platform’s features can facilitate ‘green’ events, thereby reducing environmental impact while ensuring a memorable attendee experience. Such initiatives highlight the potential for event software to contribute meaningfully towards global sustainability goals.

How To Increase Attendance By 100+% [Case Study]

This case study explores the tactics employed by an organization which led to a remarkable doubling of event attendance. The successful campaign, powered by a robust event software platform, offered personalized communication, early bird incentives, and an appealing event agenda, demonstrating the potential of effective marketing strategies in boosting event turnout.

How This Event Boosted Their Success [Case Study]

This case study unravels the success journey of an event that significantly boosted their success using a comprehensive event software platform. The strategic use of interactive features, data insights, and exceptional planning led to a remarkable rise in attendee satisfaction and engagement, underlining the game-changing potential of technology in event management.

In the dynamic field of event planning. The power of leveraging advanced platforms in information technology, as demonstrated in the case studies, is clear. Success stories from esteemed organizations such as GE Healthcare. Underscore the invaluable role of event software in facilitating triumphant product launches, virtual and hybrid events, and even esports competitions. The benefits are manifold, including enhanced customer satisfaction, improved security, substantial cost savings, and the generation of valuable analytics to guide future strategies. These case studies serve as tangible proof that the right technology can significantly elevate the success of your event.

If these success stories inspire you to embrace the transformative power of event software. We invite you to experience the difference firsthand. Orderific is ready to demonstrate how our platform can elevate your event planning process. Book a demo with us today and begin your journey towards unprecedented event success.

What role do event case studies play in the event planning and management process?

Event case studies offer real-world examples of successful planning and management strategies, providing valuable insights and lessons.

How can event professionals benefit from studying real-world success stories in the industry?

They can gain practical knowledge, tactics, and inspiration to implement successful strategies in their own events.

What types of insights can event case studies provide for improving future events?

Event case studies provide actionable insights into effective planning strategies, attendee engagement, and ROI optimization.

Are there specific industries or event types that are commonly featured in case studies?

Yes, industries often featured include tech, healthcare, and entertainment, and event types range from corporate events to music festivals.

How can event planners effectively apply lessons learned from case studies to their own projects?

They can apply these lessons by tailoring the strategies highlighted in case studies. Which aligns with their event’s unique needs and goals.

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Event Management

5 Event Case Studies

Skift Meetings Studio Team

January 13th, 2017 at 10:00 AM EST

Event planners are creating effective and successful events every single day, but on the whole we could do better with sharing event data and best practice. Here are 5 event case studies we can all learn from.

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Whether it is down to time, client confidentiality or protecting our ideas and ways of working eventprofs seem to struggle with shouting about our achievements and letting others benefit from our successes (or failures).

When a project is over we brainstorm and analyze internally within our team and with our clients but very few of us publish meaningful data and outcomes from our events for others to learn from and be inspired by. Perhaps this is one of the reasons why some executives struggle to appreciate the results and return that events can bring and why we still battle to protect event budgets in times of austerity?

As an industry we should work harder to crystallize the Return on Investment and Return on Objectives so there can be no doubt about the importance and relevance of events to the marketing mix. We need to demonstrate more clearly exactly how we added or created value through our events to prove that they are essential.

These 5 case studies from 2016 focus on events that achieved their objectives and share top tips on their learnings and data.

Why Event Badges Will Never Be the Same Again [Case Study]

The 2016 Seattle GeekWire Startup Day used technology to help attendees get more from networking opportunities at the event and improve the experience. Through smart event badges they were able to create a total of 9,459 positive matches between participants with shared interests and analyze more closely the supply and demand.

How to Increase Engagement with your Event App by 350% [Case Study]

If you invest in a mobile app for your event you want to be sure that people will download and use it. This case study outlines how the MAISON&OBJET exhibition increased engagement with their event app by 350%

How To Meet Green [Case Study]

One of the objectives of the Canadian Medical Association Annual Meeting was to create the greenest event going. Focusing on three main areas, this is how they did it and the difference they made.

How to Increase Attendance by 100+% [Case Study]

Streamlining the registration process can have a big impact on workload and numbers. This case study shares how the Colorado Judicial Branch doubled the number of attendees for their largest conference and saved countless hours of administration time.

How This Event Boosted Their Success [Case Study]

Running regional events as part of a country-wide tour has plenty of challenges. This case study looks at how The Get Fit and Thick tour streamlined their processes for event success across the US.

In Conclusion

As these 5 case studies demonstrate, events can make a difference at a micro and macro level. As an industry let’s make a pledge to share our learnings, both positive and negative. By taking this bold step we can educate and support each other to run more effective events and further professionalize the event industry and spend event budget where they will yield the greatest results. We know the importance of events, and event technology , we need to do more to prove it to those that still need convincing.  

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Event Management

(Previously published as Festival Management & Event Tourism)

Editor-in-Chief: Mike Duignan www.MikeDuignan.com Volume 28, 2024

ISSN: 1525-9951; E-ISSN: 1943-4308 Softbound 8 numbers per volume

CiteScore 2022: 1.7 View CiteScore for Event Management

Go to previously published journal, Festival Management & Event Tourism

A welcome to the journal by Editor-in-Chief, Dr. Mike Duignan.

Journal Activity

Items viewed per month for this Journal through Ingenta Connect: February 2024

Table of Contents: 2,805 Abstracts: 35,817 Full Text Downloads: 1,223

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Aims & Scope

Event Management is the leading peer-reviewed international journal for the study and analysis of events and festivals, meeting the research and educational needs of this rapidly growing industry for more than 20 years.

• Publish high-quality interdisciplinary event studies work and therefore promote a broad spectrum of theoretical perspectives from management and organizational studies to sociology and social science.
• Encourage the study of all kinds of physical, digital, and hybrid events from small- to large-scale cultural and sporting events, festivals, meetings, conventions, exhibitions, to expositions, across a range of geographical and cultural contexts.
• Actively support authors to take a critical perspective concerning the power and potential of events as a force for social, economic, and environmental good, while challenging where events can do better and make a positive contribution to society.
• Promote bold, interesting, relevant research problems and questions. Examples include why events play a key role for individual and collective transformational experiences; how social movements like #BlackLivesMatter and #Metoo can be advanced by attaching to events like the Academy Awards; through to the way large-scale events are leveraged for urban regeneration and community development.
• Believe research insights are integral to high-quality learning and teaching and we encourage all authors to transform manuscript into a set of Event Management branded PowerPoint slides for colleagues to integrate into research informed and hybrid teaching approaches. Where provided by authors, slides will feature alongside each published manuscript for ease. All subscribing organizations and authors will have access to this library of learning and teaching content.

We offer authors four routes to publication, with simple submission guideline (see “Submission guidelines” tab).

• Research article – a traditional submission route of up to 10,000 words focused on contributing to theory.
• Research note – a short note of up to 2,000 words focused on providing novel and/or innovative insights to contribute to our body of theory and/or empirical knowledge. These can also include debates and/or commentaries.
• Event case study – a new route of up to 10,000 words providing in-depth empirical insights and application of existing theoretical ideas to a specific event or series of events.
• Event education – a new route of up to 10,000 words providing in-depth insights into events-related education policy and/or practice for colleagues to support high-quality international learning and teaching experiences.

Event Management is governed by a high-quality editorial board consisting of international leading experts across a range of disciplines and fields, including events, tourism, sport, hospitality, to business studies (see “ Editorial board ” tab).

Our double-blind peer review process is rigorous and supportive.

STEP 1: All manuscripts submitted to Event Management will go through a rigorous screening process by either the Editor-in-Chief or Deputy Editors to be desk rejected or progressed to one of 40+ Associate Editors who handle the review process.

STEP 2: An Associate Editor reviews the manuscript and decides whether to progress or rejected. If progressed, 2-3 members of the Editorial Advisory Board or those with appropriate expertise are invited to review with an average 2-3 rounds of peer review. Authors have 8 weeks to revise and resubmit for each round of peer review.

STEP 3: Toward the end of peer review the Associate Editor recommends a final decision to the Editor-in-Chief or Deputy Editor who makes the final decision and provides final constructive feedback where appropriate.

STEP 4: Manuscripts accepted are swiftly uploaded to our “Fast Track” system with a DOI while our editorial assistants work with authors to deal with author queries before final manuscripts are made available. FINAL PUBLISHED ARTICLES WILL BE MADE AVAILABLE AS FREE ACCESS (at no charge) ON INGENTA CONNECT FOR A PERIOD OF 15 DAYS and will be actively promoted by our Social Media Editor who works with authors to create a short tweet and author video alongside free links to promote colleagues’ work, across our Twitter and LinkedIn sites. (After the 15 days manuscripts will only be available to subscribers, unless the author has paid for the Open Access option.)

EDITOR-IN-CHIEF Mike Duignan Associate Professor Rosen College of Hospitality Management University of Central Florida Orlando, FL, USA [email protected] Deputy Editors Leonie Lockstone-Binney , Griffith University, Australia James Kennell , University of Surrey, UK David McGillivray , University West of Scotland, UK Milena Parent , University of Ottawa, Canada Luke Potwarka , University of Waterloo, Canada Emma Wood , Leeds Beckett, UK Editorial Managing Editor Aaron Tkaczynski , University of Queensland, Australia

Regional Development Editor Ubaldino Couto , Macao Institute for Tourism Studies, China

Regional Editors

Australia and New Zealand Clifford Lewis , Charles Sturt University, Australia Effie Steriopoulos , William Angliss Institute, Australia

Canada Luke Potwarka , University of Waterloo, Canada Christine Van Winkle , University of Manitoba, Canada

Central, Western, and South Asia Jeetesh Kumar , Taylor’s University, Malaysia

China Chris Chen , University of Canterbury, New Zealand Shushu Chen , University of Birmingham, UK Zengxian (Jason) Liang , Sun Yat-sen University, China Ying (Tracy) Lu , University of Kentucky, USA

East Asia Meng Qu , Hokkaido University, Japan Europe Krzysztof Celuch , Nicolas Copernicus University, Poland Kristin Hallman , German Sport University Cologne, Germany Martin Schnitzer , University of Innsbruck, Austria Raphaela Stadler, Management Center Innsbruck, Austria Erose Sthapit , Manchester Metropolitan University, UK North Africa and Middle East Majd Megheirkouni , Leeds Trinity University, UK

Southeast Asia Supina Supina , Bunda Mulia University, Jakarta

South, Western, Eastern, and Central Africa Kayode Aleshinloye , University of Central Florida, USA Brendon Knott, Cape Peninsula University of Technology, South Africa

United Kingdom Marcus Hansen , Liverpool John Moores University, UK Ian Lamond , Leeds Beckett University, UK Jonathan Moss, Leeds Beckett University, UK Brianna Wyatt , Oxford Brookes University, UK

United States Ken Tsai , Iowa State University, USA Nicholas Wise , Arizona State University, USA

Social Media Editor Danielle Lynch , Technical University Dublin, Ireland

Podcasting Editors Alan Fyall , University of Central Florida, USA James Kennell , University of Surrey, UK

Awards Editor Leonie Lockstone-Binney , Griffith University, Australia

Curated Collections Editor Vacant position

Special Advisors Laurence Chalip , George Mason University, USA Alan Fyall, University of Central Florida, USA Leo Jago , University of Surrey, UK Adele Ladkin , Bournemouth University, UK Stephen Page , University of Hertfordshire, UK Holger Preuss , University of Mainz, Germany Richard Shipway , Bournemouth University, UK

Thought Leaders James Bulley OBE, CEO, Trivandi, UK Paul Bush OBE, Director of Events, VisitScotland, UK Sarah de Carvalho MBE, CEO, It’s a Penalty, UK Gary Grimmer , Founder and Chairman, Gaining Edge, Canada Richard Lapchick , Director, Institute for Sport and Social Justice, UK Genevieve Leclerc , CEO, #Meet4Impact, Canada Shona McCarthy , CEO, Edinburgh Festival Fringe Society, UK Nick Moran , Founder, Phantom Peak, UK John Siner, Founder, WhySportMatters, USA Lucy Spokes , Head of Public Engagement and former Director of the Cambridge Festival of Ideas, University of Cambridge, UK John Tasker , Founder, Massive, UK

Co-Founding Editors Donald Getz , University of Calgary, Canada Bruce Wicks , University of Illinois at Urbana-Champaign, USA

Associate Editors Tom Fletcher , Leeds Beckett University, UK ( Chair of the Associate Editors Board ) Kayode Aleshinloye , University of Central Florida, USA Jane Ali-Knight , Edinburgh Napier University, UK Charles Arcodia , Griffith University, Australia Sandro Carnicelli , University of the West of Scotland, UK Willem Coetzee , Western Sydney University, Australia Alba Colombo , Universitat Oberta de Catalunya, Spain Simon Darcy , University Technology Sydney, Australia Kate Dashper , Leeds Beckett University, UK Tracey Dickson , University of Canberra, Australia Sally Everett , Kings College London, UK Sheranne Fairley , The University of Queensland, Australia Kevin Filo , Griffith University, Australia Rebecca Finkel , Queen Margaret University, UK Chris Gaffney , New York University, USA Sandra Goh , Auckland University of Technology, New Zealand Kirsten Holmes , Curtin University, Australia Xin Jin , Griffith University, Australia Kiki Kaplanindou , University of Florida, USA Donna Kelly , New York University, USA James Kennell , University of Surrey, UK Zengxian (Jason) Liang , Sun Yat-sen University, China Qiuju (Betty) Luo , Sun Yat-sen University, China Eleni Michopoulou , University of Derby, UK Laura Misener , Western University, Canada Bri Newland , New York University, USA Ilaria Pappalepore , University of Westminster, UK Nikolaos Pappas , University of Sunderland, UK Greg Richards , Breda University of Applied Sciences, Netherlands Martin Robertson , Edinburgh Napier University, UK Martin Schnitzer , University of Innsbruck, Austria Louise Todd , Edinburgh Napier University, UK Christine Van Winkle , University of Manitoba, Canada Oscar Vorobjovas-Pinta , University of Tasmania, Australia Lewis Walsh , Anglia Ruskin University, UK Karin Weber , Hong Kong Polytechnic University, Hong Kong Nicholas Wise , Arizona State University, USA Jinsheng (Jason) Zhu , Guilin Tourism University and Chiang Mai University, Thailand Vassillios Ziakas , University of Liverpool, UK

Editorial Advisory Board Rutendo Musikavanhu , Coventry University, UK ( Chair of the Editorial Advisory Board ) Emma Abson , Sheffield Hallam University, UK Eylin Aktaş , Pamukkale University, Turkey John Armbrecht , University of Gothenburg, Sweden Jarrett Bachman , Fairleigh Dickinson University, Canada Ken Backman , Clemson University, USA Sheila Backman , Clemson University, USA Carissa Baker , University of Central Florida, USA Jina Hyejin Bang , Florida International University, USA Rui Biscaia , University of Bath, UK Charles Bladen , Anglia Ruskin University, UK Soyoung Boo , Georgia State University, USA Glenn Bowdin , Leeds Beckett University, UK Ian Brittain , Coventry University, UK Alyssa Brown , University of Sunderland, UK Federica Burini , University of Bergamo, Italy Krzysztof Celuch , Nicolaus Copernicus University, Poland Jean-Loup Chappelet , University of Lausanne, Switzerland Guangzhou Chen , University of New Hampshire, USA Gyoyang Chen , Victoria University of Wellington, New Zealand Brianna Clark , High Point University, USA Diana (Dee)) Clayton , Oxford Brooks University, UK J. Andres Coca-Stefaniak , University of Greenwich, UK Rui Costa , University of Aveiro, Portugal Juliet Davi s, Cardiff University, UK Leon Davis , Teeside University, UK Emma Delaney , University of Surrey, UK Valerio Della Salla , University of Bologna, UK Anthony Dixon , Troy University, USA Simon Down , University of Birmingham, UK and Högskolan Kristianstad, Sweden Colin Drake , Victoria University, Australia Jason Draper , University of Houston, USA Martin Falk , University of South-Eastern Norway, Norway Nicole Ferdinand , Oxford Brookes University, UK Miriam Firth , University of Manchester, UK Jenny Flynn , University of the West Scotland, UK Carmel Foley , University Technology Sydney, Australia Susanne Gellweiler , Dresden School of Management, Germany David Gogishvili , University of Lausanne, Switzerland John Gold , University College of London, UK Barbara Grabher , University of Graz, Austria Jeannie Hahm , University Central Florida, UK Kirsten Hallman , German Sport University Cologne, Germany Elizabeth Halpenny , University of Alberta, Canada Marcus Hansen , Liverpool John Moores University, UK Luke Harris , University of Birmingham, UK Najmeh Hassanli , University of Technology Sydney, Australia Burcin Hatipoglu , University New South Wales, Australia Ted Hayduck , New York University, USA Christopher Hautbois , University of Paris, France Claire Haven-Tang , Cardiff Metropolitan University, UK Freya Higgins-Desbiolles , University of South Australia, Australia Yoshifusa Ichii , Ritsumeikan University, Japan Jiyoung Im , Oklahoma State University, USA Dewi Jaimangal-Jones , Cardiff Metropolitan University, UK David Jarman , Edinburgh Napier University, UK Allan Jepson , Herts University, UK Eva Kassens-Noor , Michigan State University, USA Jamie Kenyon , Loughborough University, UK Seth Kirby , Nottingham Trent University, UK Brendon Knott , Cape Peninsula University of Technology, South Africa Nicole Koenig-Lewis , Cardiff University, UK Joerg Koenigstorfer , Technical University of Munich, Germany Maximiliano Korstanje , University of Palermo, Argentina Niki Koutrou , Bournemouth University, UK Martinettte Kruger , North-West University, South Africa Jeetesh Kumar , Taylor’s University, Malaysia Ian Lamond , Leeds Beckett University, UK Weng Si (Clara) Lei, Macao Institute for Tourism Studies, China Clifford Lewis , Charles Sturt University, Australia Jason Li , Sun Yat-sen University, China Ying (Tracy) Lu, University of Kentucky, USA Mervi Luonila , Center for Cultural Policy Research, Finland Erik Lundberg , University of Gothenburg, Sweden Emily Mace , Angila Ruskin University, UK Judith Mair , University of Queensland, Australia Matt McDowell , University of Edinburgh, UK Majd Megheirkouni , Leeds Trinity University, UK Jonathan Moss , Leeds Beckett University, UK James Musgrave , Leeds Beckett University, UK Barbara Neuhofer , University of Salzburg, Austria Margarida Abreu Novais , Griffith University, Australia Pau Obrador , Northumbria University, UK Danny O’Brien , Bond University, Australia Eric D. Olson , Metropolitan State University of Denver, USA Faith Ong , University of Queensland, Australia Emilio Fernandez Pena , Universitat Autonoma de Barcelona, Spain Marko Perić , University of Rijeka, Croatia Hongxia Qi , Victoria University Wellington, New Zealand Meng Qu (Mo), Hokkaido University, Japan Bernadette Quinn , Dublin Institute of Technology, Ireland Tareq Rasul , Australian Institute of Business, Australia Vanessa Ratten , La Trobe University, Australia Tiago Ribeiro , University of Lisbon, Portugal Alector Ribiero , University of Surrey, UK Ivana Rihova, Edinburgh Napier University, UK Giulia Rossetti, Oxford Brooks University, UK Darine Sabadova , University of Surrey, UK Katie Schlenker , University Technology Sydney, Australia Hugues Seraphin , Winchester University, UK Ranjit Singh , Pondicherry University, India Ryan Snelgrove , University of Waterloo, Canada Sarah Snell , Edinburgh Napier University, UK Sonny Son , University of South Australia, Australia Raphaela Stadler , Management Center Innsbruck, Austria Effie Steriopoulos , William Angliss Institute, Australia Nancy Stevenson , University of Westminster, UK Erose Sthapit , Manchester Metropolitan University, UK Ching-Hui (Joan) Su , Iowa State University, USA Kamilla Swart-Arries , Hamad Bin Khalifa University, Qatar Adam Talbot , Coventry University, UK Jessica Templeton , University of Greenwich, UK Aaron Tham , University of the Sunshine Coast, Australia Eleni Theodoraki , University of Dublin, UK Jill Timms , University of Surrey, UK Sylvia Trendafilova , University of Tennessee, USA Danai Varveri, Metropolitan College, Greece Peter Vlachos , University of Greenwich, UK Trudie Walters , Canterbury Museum and Lincoln University, New Zealand Xueli (Shirley) Wang , Tsinghua University, China Stephen Wassong , German Sport University, Germany Craig Webster , Ball State University, USA Jon Welty Peachey , Gordon College, USA Kim Werner , Hochschule Osnabrück, Germany Mark Wickham , University of Tasmania, Australia Jessica Wiitala , High Point University, USA Kyle Woosnam , University of Georgia, USA Jialin (Snow) Wu , University of Huddersfield, UK Sakura Yamamura , Max Planck Institute for the Study of  Religious and Ethnic Diversity, Germany Nicole Yu, The University of Queensland, Australia Pamela Zigomo , University of Greenwich, UK PhD/ECR Editorial Board Erik L. Lachance , University of Ottawa, Canada ( Chair of the PhD/ECR Editorial Board ) Oluwaseyi Aina , University of the West of Scotland, UK Sarah Ariai, University of Waterloo, Canada Elizabeth Ashcroft , University of Surrey, UK Jibin Baby , North Carolina State University, USA Jordan T. Bakhsh , University of Ottawa, Canada Sara Belotti , University of Bergamo, Italy Nicola Cade , University of Essex, UK Libby Carter , Birmingham City University, UK David Cook , Coventry University, UK Karen Davies, Cardiff Metropolitan University, UK Skyler Fleshman , University of Florida, USA Alexia Gignon , University of Gustave Eiffel, France Chris Hayes , Teeside University, UK Mu He , University of Alberta, Canada Meg Hibbins , University of Technology Sydney, Australia Jie Min Ho , Curtin University, Australia Montira Intason , Naresuan University, Thailand Shubham Jain , University of Cambridge, UK Orighomisan Jekhine , Leeds Beckett University, UK Denise Kamyuka , Western University, Canada Wanwisa Khampanya , University of Surrey, UK Jason King , Leeds Beckett University, UK Truc Le , Griffith University, Australia Kelly McManus , University of Waterloo, Canada Adam Pappas , University of Waterloo, Canada Heelye Park , Iowa State University, USA Jihye Park , University of Central Florida, USA Erin Pearson , Western University, Canada Benedetta Piccio , Edinburgh Napier University, UK Juliana Rodrigues Vieira Tkatch , University of Central Florida, USA Claire Roe , University of Derby, UK Briony Sharp , University of the West of Scotland, UK Smita Singh , Metropolitan State University of Denver, USA Darina Svobodova , University of Surrey, UK Georgia Teare , University of Ottawa, Canada Yann Tournesac , Leeds Beckett University, UK Katy Tse , University of Surrey, UK Beau Wanwisa , University of Surrey, UK Ryutaro Yamakita , University of Ottawa, Canada Emmy Yeung , University of Chester, UK Ryuta Yoda , Coventry University, UK Azadeh Zarei , The University of Queensland, Australia

Special Issue: Technology Enabled Competitiveness and Experiences in Events

The special issue is supported by the International Conference ( THE INC 2024 ) “Technology Enabled Competitiveness and Experiences in Tourism, Hospitality and Events”, which is the official conference of ATHENA (Association of Tourism Hospitality and Events Networks in Academia) , and will be held from 5th till 7th June 2024 in Amsterdam, Netherlands.

Guest Editors Dr. Eleni Michopoulou, University of Derby, United Kingdom Email: [email protected]

Dr. Iride Azara, University of Derby, United Kingdom Email: [email protected]

Prof. Nikolaos Pappas, University of Sunderland, United Kingdom Email: [email protected]

In recent years, several studies have been dedicated to event-related technological aspects, often under the prism of experience design, event thinking and interaction, or focusing on the artificial intelligence and robots. However, those studies have only just began to explore the underpinning principles and aspects of the contribution of technology in business competitiveness and the formulation of consumer experiences. Moreover, the event-related theoretical and applied aspects of technology need to be approached from a multidisciplinary point of view, to enable a better understanding of the internal and external dynamics that affect their evolution and development.

This special issue welcomes theoretical, empirical, experimental, and case study research contributions. These contributions should clearly address the theoretical and practical implications of the research in reference. Both conceptual and empirical work are welcome. The event-related technology enabled competitiveness and experiences can be viewed under a variety of prisms, including but not limited to:

• Competitiveness, sustainability and corporate social responsibility
• Consumer behaviour, decision-making, expectations, experience and satisfaction
• Smart events cities / destinations / infrastructure
• Culture, heritage, place -making and storytelling in events
• AR/VR/XR, Metaverse
• Human resources, equality, diversity, and labour operations in events
• Robotics, AI, Internet of Things, Big Data Analytics
• Emerging and innovative research methods and methodologies
• Sharing/gig economy, collaborative consumption, value co-creation
• Innovation, creativity and change management
• IT, ICT, e-tourism, social media, gamification and mobile technologies
• Marketing, advertising, branding and reputation management in events
• Policy, planning, and governance
• Health, well-being, quality of life and wellness
• Training and events education
• Other interdisciplinary areas related with events

Review Process Each paper submitted for publication consideration is subjected to the standard review process designated by the Event Management journal. Based on the recommendations of the reviewers, the Editor-in-chief along with the guest editors will decide whether particular submissions will be accepted, revised or rejected. Please note that the review process will start after the full paper submission deadline.

Submission Guidelines Please submit the papers to the journal’s online platform under the Submission Guidelines tab.

Full Paper Submission Deadline: Sunday, 16th March 2024. Expected Publication Date: Mid or end of 2025.

Note: Please be advised that the review process will start after the submission deadline.

All papers should follow the submission guidelines of the Event Management journal.

Submission Guidelines – Please view Cognizant AI Policy here

Our aim is to make initial submission to Event Management as simple as possible, for all submission routes. Authors can use the following information as a checklist before submitting.

HOW TO SUBMIT: All manuscripts to be submitted via this link:

WHAT TO SUBMIT: Authors are asked to submit four documents:

• Impact Statement
• Submission Checklist ( Click here for the Submission Checklist )

Please note: After you have received the first round of peer review comments and you are responding to reviewers’ comments, please ensure you attach a ‘Response to Reviewers’ document on Step 2: File Upload . This will make it easier for the reviewers to see where changes have been made in relation to peer review comments, and how and why you have attended to all peer reviewer points.

Cover letters are optional but we do encourage authors to also provide this to help detail the theoretical, empirical, and/or practical contribution of the manuscript.

WHAT TO INCLUDE IN YOUR “IMPACT STATEMENT”: up to 500 words detailing the potential or actual impact of this article on society.

WHAT TO INCLUDE IN YOUR “TITLE PAGE”: Please ensure all of the following headings are present and addressed:

• Title (20 words max)
• Author(s) name
• Affiliation (Department, Institution, City, (State), Country)
• Corresponding author and email address
• Corresponding author ORCID
• Declaration of interest
• Part of a Special Issue? If so, state the name of the Special Issue.

WHAT TO INCLUDE AND HOW TO FORMAT MANUSCRIPTS: We provide authors with the flexibility to format and organize manuscripts in they way they prefer for initial submission. Authors will then work with our editorial assistants after acceptance to conform with journal standardized format before publication. We do however have a simple checklist of things below we do require at initial submission stage:

Sections to include:

• Title (up to 20 words, in CAPITAL LETTERS and BOLD )
• Highlights (3-5 highlights, max 80 characters including spaces for each bullet point)
• Abstract (150 words max)
• Keywords (up to 8, placed immediately after the Abstract)
• A “Literature Review” and “Methodology” section must feature, unless not appropriate.

Formatting requirements

• Word document in Arial font, size 10 or 12.
• All manuscripts should be thoroughly checked for spelling and grammar.
• All in-text citations and References must be submitted following APA Publication Manual, 7th edition (see https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/apa_changes_7th_edition.html     and/or the 7th APA author quick guide changes ).
• For a sample published article choose an open access file on the online Ingenta Connect site ( https://www.ingentaconnect.com/content/cog/em )
• Double spaced, with line numbering and page numbers.
• ‘Tables’ and high quality ‘Images’ and ‘Figures’ to be uploaded as separate files.
• Word counts indicated below are the maximum for all sections including tables, figure legends and appendices.
• Clearly identifiable headings with no more than three levels (see example below). 1. HEADING, 1.1 Sub-heading 1.1.1 Sub-sub-heading .

SUBMISSION TYPES:

• Research article (up to 10,000 words)—traditional full-length research articles contribute to theory.
• Research note (up to 2,500 words)—short pieces that are theoretically or methodologically relevant, novel and innovative that can be developed further and advanced by other scholars. Commentaries and debates can be submitted under this submission type too.
• Event case study (up to 10,000 words)—full-length empirically based research articles that rigorously apply theory but do not necessarily seek to develop theory. Authors must however stress the implications of empirical work beyond the event case study context.
• Event education (up to 10,000 words)—full-length pieces focusing on events-related learning and teaching innovation and impact on student education, experience, and performance.

GENERAL AND SPECIFIC QUESTIONS EDITORS AND REVIEWERS WILL CONSIDER WHEN EVALUATING MANUSCRIPTS

General questions:

• Is there a clear research issue or problem statement presented at the beginning that establishes the “so what” factor?
• Is the theoretical, methodological, or empirical contribution of the manuscript clearly stated? And is the significance of this contribution clearly stated?
• Is the manuscript interesting, bold, and/or innovative?
• Is the theoretical framework robust, providing a good conceptual grounding in relevant literature?
• Is the methodology designed and executed in a reliable and valid way?
• Is the manuscript written in a clear and concise way (without “academese”) and accessible to academic and nonacademic audiences?
• Is the argument written in an easy to follow and logical way?
• Are there clear conceptual and practical conclusions drawn on in the latter parts of the manuscript?
• Which of the following submission routes do you think the manuscript is best suited for: – Research article (strong theoretical or methodological contribution) – Research Note (shortened version with a strong theoretical or methodological contribution) – Event Case Study (limited theoretical or methodological contribution, but interesting empirical insights) – Events Education

Specific events-related questions:

• Does the manuscript present an analysis of contemporary events-related issues?
• Does the manuscript present a balanced perspective on the power and potential of events for good or for bad?
• Do you think this manuscript helps advance events research: how and why?
• Are there clear and well-justified recommendations to help advance the policy and practice of events in the future?
• Does the manuscript present a future academic research agenda that seeks to push the boundaries of events research?
• Is it clear how either descriptive or conceptual features of the event in question impacts on the empirical phenomenon in question? (In other words, does the author position the event simply as the “background” or “context” or are distinct features of the event recognized?)

NB: We ask this last question because in Event Management journal we want continue building a more conceptual understanding as to why events and festivals are particularly interesting organizational constructs to advance theory and knowledge, over let’s say other types of organizations like businesses or government institutions.

ONLINE FAST-TRACK PUBLICATION

Accepted manuscripts will be loaded to Fast Track with DOI links online. Fast Track is an early e-pub system whereby subscribers to the journal can start reading and citing the articles prior to their inclusion in a journal issue. Please note that articles published in Fast Track are not the final print publication with proofs. Once the accepted manuscript is ready to publish in an issue of the journal, the corresponding author will receive a proof from our Production Department for approval. Once approved and published, the Fast Track version of the manuscript is deleted and replaced with the final published article. Online Fast Track publication ensures that the accepted manuscripts can be read and cited as quickly as possible.

• Use of Copyright Material: Authors must attest their manuscript contains original work and provide proof of permission to reproduce any content(artwork, photographs, tables, etc.) in connection with their manuscript, also ensuring their work does not infringe on any copyright and that they have obtained permission for its use. It is important to note that any and all materials obtain via the Internet/social media (including but not limited to Facebook, Twitter, Instagram, etc.) fall under all copyright rules and regulations and permission for use must be obtained prior to publication.
• Copyright: Publications are copyrighted for the protection of authors and the publisher. A Transfer of Copyright Agreement will be sent to the author whose manuscript is accepted. The form must be completed and returned with the final manuscript files(s).

AUTHOR OPTIONS

Articles appearing in Event Management are available to be open access and may also contain color figures (not a condition for publication). Authors will be provided with an Author Option Form, which indicates the following options. The form must be completed and returned with the final manuscript file(s) even if the answer is “No” to the options. This form serves as confirmation of your choice for the options.

A Voluntary Submission Fee of $125.00 includes one free page of color and a 50% discount on additional color pages (color is discounted to $50.00 per color page). (Not a condition for publication).

Open Access is available for a fee of $200.00. Color would be discounted to $50.00 per color page. (Not a condition for publication).

The use of Color Figures in articles is an important feature. Your article may contain figures that should be printed in color. Color figures are available for a cost of $100.00 per color page. This amount would be discounted to $50.00 per color page if choosing to pay the voluntary submission fee or the open access option as indicated above. (Not a condition for publication).

If you choose any of the above options, a form will be sent with the amount due based on your selection, at proof stage. This form will need to be completed and returned with payment information and any corrections to the proof, prior to publication.

PAGE PROOFS

Page proofs will be sent electronically to the designated corresponding author prior to publication. Minor changes only are allowed at this stage. The designated corresponding author will receive a free pdf file of the final press article, which will be sent by email.

Although every effort is made by the publisher and editorial board to see that no inaccurate or misleading data, opinion, or statement appears in this Journal, they wish to make it clear that the data and opinions appearing in the articles and advertisements herein are the sole responsibility of the contributor or advertiser concerned. Accordingly, the publisher, the editorial board, editors, and their respective employees, officers, and agents accept no responsibility or liabilitywhatsoever for the consequences of any such inaccurate or misleading data, opinion, or statement.

Information about the conference CLICK HERE

Articles appearing in publications are available to be published as Open Access and/or with color figures. A voluntary submission fee is also an option if you choose to support this publication. These options are NOT required for publication of your article.

You may complete the Author Option Payment Form here .

The designated corresponding author will receive a free pdf file of the final press article via email.

Event Management (EM) Peer Review Policy

Peer review is the evaluation of scientific, academic, or professional work by others working in the same field to ensure only good scientific research is published.

In order to maintain these standards,  Event Management  (EM) utilizes a double-blind review process whereby the identity of the reviewers is not known to authors and the authors are not shown on the article being reviewed.

The peer review process for EM is laid out below:

STEP 1: An article is reviewed for quality, suitability and alignment to the submission formatting guidelines by the Editor-In-Chief and Deputy Editors, and authors will receive either a desk reject, or the article will be progressed to one of our Associate Editors.

STEP 2: If progressed, an Associate Editor will also review for quality and suitability. At this point they may suggest a rejection, or progress and invite reviewers to review the manuscript. We ask reviewers to submit their review within approx. 4-6 weeks (sometimes this can be quicker or slower) and decided is the paper should be an: ‘accept’, ‘minor revision’, ‘major revision’ or ‘reject’.

STEP 3: Authors will then have approx. 4-6 weeks to complete revisions and then resubmit to the journal. The peer review process will then continue until a decision is made by the Associate Editor.

STEP 4: At this point, the article will go to the Editor-In-Chief and Deputy Editors to make a final decision and suggest any final changes required before final acceptance.

STEP 5: After final acceptance, authors will then work with our editorial team to ensure that the article is correctly formatted and suitable for publication. Manuscripts will then be allocated a DOI and uploaded to our fast-track system to have a digital presence online. When the final article is uploaded, we then provide 15 DAYS FREE ACCESS to the article, which can be shared out to networks.

INTERESTED IN BECOMING A REVIEWER FOR EVENT MANAGEMENT JOURNAL?

As a reviewer for  Event Management  you would have the benefit of reading and evaluating current research in your area of expertise at its early state, thereby contributing to the integrity of scientific exploration.

If you are interested in becoming a reviewer for EM please contact the EIC:  Mike Duignan at [email protected]

If you review three papers for one of the Cognizant journals ( Tourism Review International, Tourism Analysis, Event Management, Tourism Culture and Communication, Tourism in Marine Environments, and Gastronomy and Tourism ) within a one-year period, you will qualify for a free OPEN ACCESS article in one of the above journals.

ETHICS STATEMENT

The publishers and editorial board of Event Management have adopted the publication ethics and malpractice statements of the Committee on Publication Ethics (COPE) https://publicationethics.org/core-practices   and the COPE position statement regarding Authorship and AI Tools https://publicationethics.org/cope-position-statements/ai-author . These guidelines highlight what is expected of authors and what they can expect from the reviewers and editorial board in return. They also provide details of how problems will be handled. Briefly:

Editorial Board

Event Management  is governed by an international editorial board consisting of experts in event management, tourism, business, sport, and related fields. Information regarding the editorial board members is listed on the inside front cover of the printed copy of the journal in addition to the homepage for the journal at:  https://www.cognizantcommunication.com/journal-titles/event-management  under the “Editorial Board” tab.

This editorial board conducts most of the manuscript reviews and plays a large role in setting the standards for research and publication in the field. The Editor-in-Chief receives and processes all manuscripts and from time to time will modify the editorial board to ensure a continuous improvement in quality.

The reviewers uphold a peer review process without favoritism or prejudice to gender, sexual orientation, religious/political beliefs, nationality, or geographical origin. Each submission is given equal consideration for acceptance based only on the manuscript’s importance, originality, academic integrity, and clarity and whether it is suitable for the journal in accordance with the Aims and Scope of the journal. They must not have a conflict of interest with the author(s) or work described. The anonymity of the reviewers must be maintained.

All manuscripts are sent out for blind review and the editor/editorial board will maintain the confidentiality of author(s) and their submitted research and supporting documentation, figures, and tables and all aspects pertaining to each submission.

Reviewers are expected to not possess any conflicts of interest with the authors. They should review the manuscript objectively and provide recommendations for improvements where necessary. Any unpublished information read by a reviewer should be treated as confidential.

Manuscripts must contain original material and must not have been published previously. Material accepted for publication may not be published elsewhere without the consent of the publisher. All rights and permissions must be obtained by the contributor(s) and should be sent upon acceptance of manuscripts for publication.

References, acknowledgments, figure legends, and tables must be properly cited and authors must attest their manuscript contains original work and provide proof of permission to reproduce any content (artwork, photographs, tables, etc.) in connection with their manuscript, also ensuring their work does not infringe on any copyright and that they have obtained permission for its use. It is important to note that any and all materials obtain via the Internet/social media (including but not limited to Face Book, Twitter, Instagram, etc.) falls under all copyright rules and regulations and permission for use must be obtained prior to publication.

Authors listed on a manuscript must have made a significant contribution to the study and/or writing of the manuscript. During revisions, authors cannot be removed without their permission and that of all other authors. All authors must also agree to the addition of new authors.  It is the responsibility of the corresponding author to ensure that this occurs.

Financial support and conflicts of interest for all authors must be declared.

The reported research must be novel and authentic and the author(s) should confirm that the same data has not been and is not going to be submitted to another journal (unless already rejected). Plagiarism of the text/data will not be tolerated and could result in retraction of an accepted article.

When humans, animals, or tissue derived from them have been used, then mention of the appropriate ethical approval must be included in the manuscript.

The publishers agree to ensure, to the best of their abilities, that the information they publish is genuine and ethically sound. If publishing ethics issues come to light, not limited to accusations of fraudulent data or plagiarism, during or after the publication process, they will be investigated by the editorial board including contact with the authors’ institutions if necessary, so that a decision on the appropriate corrections, clarifications, or retractions can be made. The publishers agree to publish this as necessary so as to maintain the integrity of the academic record.

View All Abstracts

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Volume 28, Number 2 Coming soon

Full text articles available:  CLICK HERE

Back issues of this journal are available online.   Order Here

Event Management is indexed in:

AMERICAN PSYCHOLOGICAL ASSOCIATION/PsycINFO CAB INTERNATIONAL (CABI) C.I.R.E.T. EBSCO DISCOVERY SERVICES GOOGLE ANALYTICS I.B.S.S. /PROQUEST OCLC PRIMO CENTRAL PROQUEST SCOPUS SOUTHERN CROSS UNIVERSITY WEB OF SCIENCE EMERGING SOURCES CITATION INDEX WORLDCAT DISCOVERY SERVICES

Event Management is an “A” category journal with the ABDC (Australian Business Dean’s Council) https://abdc.edu.au/research/abdc-journal-list/

Publishing Information

Copyright Notice : It is a condition of publication that manuscripts submitted to this Journal have not been published and will not be simultaneously submitted or published elsewhere. By submitting a manuscript, the author(s) agree that the copyright for the article is transferred to the publisher, if and when the article is accepted for publication. The copyright covers the exclusive rights to reproduce and distribute the article, including reprints, photographic reproductions, microform, or any other reproductions of similar nature and translations. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, electrostatic, magnetic tape, mechanical, photocopying, recording, or otherwise, without permission in writing from the copyright holder.

Photocopying information for users in the USA:  The Item Fee Code for this publication indicates that authorization to photocopy items for internal or personal use is granted by the copyright holder for libraries and other users registered with the Copyright Clearance Center (CCC) Transactional Reporting Service Provided the stated fee for copying beyond that permitted by Section 107 or 108 of the United Stated Copyright Law is paid. The appropriate remittance of $60.00 per copy per article is paid directly to the Copyright Clearance Center Inc., 222 Rosewood Drive, Danver, MA 01923. The copyright owner’s consent does not extend to copying for general distribution, for promotion, for creating new works, or for resale. Specific written permission must be obtained from the publisher for such copying. In case of doubt please contact Cognizant Communication Corporation.

The Item Fee Code for this publication is 1525-9951/10 $60.00

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Number of submissions:  184 Number of reviews requested:  631 Number of reviews received:  411 Approval rate:  approximately 31% Average time between submission and publication: 86 days (11.9 weeks)

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G2 produces 2X more global events with Asana

Expanding events program.

Events program has grown 2X year over year

Reduced planning time

Cut down event planning time by 80%

40+ hours saved per quarter on event check-in meetings

G2 is a B2B software and services review platform that millions of buyers and vendors rely on around the world. Events are a key channel the marketing team uses to engage these two audiences. Led by Adam Goyette, Vice President of Demand Generation, the events team produces 150+ events every year, from paid review booths for their clients to major conference sponsorships and demand generation dinners to build pipeline for their sales team.

To ensure all of these events go off without a hitch, Adam has a team of four full-time employees, 30+ contractors, and countless cross-functional partners to coordinate logistics, creative production, sales materials, and promotion. To support G2’s growing event needs, Adam knew he had to put processes and tools in place that would allow the team to scale.

As he looked to scale the team, Adam faced some common operational challenges:

Event plans were scattered across spreadsheets, emails, and meeting notes so there was no way to organize and track everything in one place or hold people accountable for tasks and deadlines.

Past event plans and vendor information were siloed in separate tools, making knowledge sharing a struggle when onboarding new teammates.

Event plans and processes weren’t standardized, so the team had to plan from scratch every time, resulting in missed steps and no way to continually optimize their processes.

The team struggled to delegate and assign work to others because they were used to managing every detail themselves. And since processes weren’t documented, it was difficult for cross-functional partners to jump into projects when needed.

Adam realized they needed to develop standard event processes to scale the program successfully. Additionally, their event plans needed to be accessible by everyone so they could coordinate with contractors, cross-functional partners, and vendors.

We’ve created templates for events we do often, which cuts down our planning time by 80%. Now the time we do spend on each event is used to customize it and improve it. ”

Centralizing event work and processes in one view

While the G2 marketing team had tried other work management tools in the past, none of them stuck. Then Ryan Bonnici joined the company as its Chief Marketing Officer and introduced the team to Asana, which he’d used with his teams at previous companies. Compared to other tools, Adam found Asana to be the most intuitive, flexible, and powerful solution for managing different event workflows and collaborating with cross-functional teammates.

As our team expanded, we needed a tool that allowed us to coordinate complex events and provide visibility into how plans were progressing without having to rely on email and meetings. Asana has made it easy to track every task and deadline in one place, which saves us 40+ hours a quarter in meetings. ”

To ensure adoption, the marketing team developed conventions and best practices to create event management processes at G2—all of which are standardized. The team then began planning, assigning, and tracking event work only in Asana. With a centralized system of record, work is no longer scattered across email, spreadsheets, and meetings notes. This ensures that event plans are trackable and accessible to the entire team for easier knowledge sharing and collaboration. Adam also invited contractors into Asana and then to relevant events they were supporting so they could coordinate logistics with the internal team in one place.

Successfully scaling the event program with Asana

Adam’s team has now centralized all of their event plans—vendor contracts, day-of checklists, creative production, and more—in Asana so everyone has visibility, and they’ve also created project templates with detailed workback schedules to reduce planning time. Additionally, the team has integrated Asana with Slack so they can turn messages into tasks—or take action on tasks right from Slack—when they’re on site at events. This helps them keep everything connected and allows them to work seamlessly, whether they’re in the office or on site.

Now that we’re managing events in Asana, we’ve been able to double the number of events we host, which has helped us generate more customer reviews for our vendors and create new sales pipeline for the company. ”

By centralizing and standardizing their event plans in Asana, the team has been able to scale successfully, reduce their planning time by 80%, and produce twice as many events across three continents to generate software reviews, drive sales pipeline, and hit revenue targets. They continue to optimize their event processes based on new learnings, and with ambitious plans to accelerate their growth, they’re ready to manage even more events with the help of Asana.

Read related customer stories

Spotify teams drive programs forward with Asana

Appen improves operating efficiency with Asana

Coupa scales to support customers with Asana

iCHEF supercharge productivity and collaboration with Asana

Get connected and scale your work

Empower your entire organization to do their best work with Asana.

Integrating Business Processes to Improve Travel Time Reliability (2011)

Chapter: chapter 5 - case studies: special-event management.

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

C H A P T E R 5 Case Studies: Special-Event ManagementSpecial events present a unique case of demand fluctuation that causes traffic flow in the vicinity of the event to be radically dif- ferent from typical patterns. Special events can severely affect reliability of the transportation network, but because the events are often scheduled months or even years in advance, they offer an opportunity for planning to mitigate the impacts. Because large-scale events are recurring at event venues, it gives an opportunity for agencies to continually evaluate and refine strategies, impacts, and overall process improvements over time. In this section, case studies are presented that examine the processes developed for special-event management at the Kansas Speedway in Kansas City, Kans., and the Palace of Auburn Hills near Detroit, Mich. Kansas: Kansas Speedway In 2001, the Kansas Speedway opened for its first major NASCAR race. With attendance exceeding 110,000 people, it set a record as the largest single-day sporting event in the his- tory of Kansas. Attendance has continued to grow and now exceeds 135,000 for most major races. The traffic control strategies that were put into place to handle these major events were the result of years of planning between the Kansas Speed- way, Kansas Highway Patrol (KHP), Kansas Department of Transportation (KDOT), and the Kansas City Police Depart- ment. The process was successful in part because of the clear lines of responsibility that were defined for each agency and the strong spirit of cooperation and trust that was established before the first race was held. In preparation for this case study, representatives from KHP and KDOT were interviewed. Lt. Brian Basore and Lt. Paul Behm represented the KHP Troop A and were able to share their experience from many years of actively managing special events at the Kansas Speedway. The primary responsibilities of KHP are to operate the KHP Command Center that was estab- lished for the Kansas Speedway race events and to manage 45traffic on the freeways around the event. Representatives of KDOT who were interviewed included Leslie Spencer Fowler, ITS program manager, and Mick Halter, PE, who was formerly with KDOT as the District One metro engineer during the design and implementation of the Kansas Speedway. Fowler and Halter provided an excellent history of the development of the project, as well as a description of KDOT’s current opera- tional procedures used during races at the Kansas Speedway. KDOT maintains the CCTV cameras and portable DMS around the Speedway and assists KHP with traffic control on the freeways. Description This case study examines the development of the special-event management procedures for races at the Kansas Speedway. Par- ticular focus is given to the roles and responsibilities of the KHP and KDOT in developing the initial infrastructure and strate- gies that led to a successful special-event management process that has been used and refined for 8 years. One of the strongest recurring themes in development of this case study was the out- standing cooperation and partnerships that were developed between the agencies involved. Each agency has clearly defined responsibilities before and on race day, though no agency is considered in charge. They cooperate to safely and efficiently move vehicles from the freeways to city streets to the Kansas Speedway parking lots and then do the same process in reverse. Background of Agency The Kansas Speedway is a 1.5-mi oval race track suitable for many types of races, including Indy and NASCAR. Seating capacity is currently being expanded to 150,000 people, and parking capacity allows for 65,000 vehicles. The Speedway is located approximately 15 mi west of downtown Kansas City, near the intersection of I-70 and I-435, which serve as the pri- mary routes used by spectators attending the races. Events are

46held throughout the year, and there are typically two major race events each year when crowds reach capacity. The major- ity of parking is on Kansas Speedway property and is free for spectators. The Kansas Speedway provides attendants and directs vehicles into the parking areas. The primary agencies involved in traffic management for the Kansas Speedway include KHP Troop A in Kansas City, KDOT District One, and the Kansas City Police Department. KHP is responsible for traffic management on the freeways and for operation of the KHP Command Center, which is activated several days before major events and serves as the central com- munications center for all public agencies on race day. The full resources of Troop A (over 40 troopers) are used on race day, along with over 20 other troopers from around the state. KHP also deploys a helicopter to monitor traffic from the air and roving motorcycle units on race day. KDOT District One is responsible for maintaining five CCTV cameras and deploy- ing 12 portable DMSs on roads used to access the Speedway. The Kansas City Police Department provides officers for the city street network that links the freeways to the Kansas Speedway (1). Other participants in the process include Wyandotte County and the Kansas Turnpike Authority (KTA). Wyandotte County currently owns the WebEOC software used by all participat- ing agencies to share information and request assistance on race day (2). The KTA maintains I-70 near the Speedway. It is responsible for such maintenance tasks on this section of I-70 as snow and ice removal, guardrail, and signing and striping, although the section is not tolled. Process Development The Kansas Speedway opened for its first major event in sum- mer 2001. However, development of the process for special- event traffic management began long before Kansas City was even selected as the site for the racetrack. In the early 1990s the International Speedway Corpora- tion was searching for a new location for a race track in the Midwest. The track was expected to host several large events per year, including at least one to two major races that were expected to attract more than 100,000 people. Given the poten- tial positive economic benefit that such a facility could bring to an area, the International Speedway Corporation solicited pro- posal packages from several sites under consideration. Propos- als needed to address criteria established by the International Speedway Corporation for site selection, including accessibil- ity of the site to attendees. The effort to bring the race track to Kansas was led by Kansas City, with strong support from the governor and lieutenant governor of Kansas. Understanding the importance of accessibility, the governor directed KDOT to develop a plan and provide funding to make the necessary infrastructure improvements to handle race traffic for theSpeedway. The priority placed on this project by the governor’s office served as the first enabler to implementing the traffic management process. KDOT developed an extensive plan to accommodate the large number of vehicles expected to attend events at the Kansas Speedway. I-70 needed to be widened and a new inter- change was needed at 110th Street. US-24, which went through the proposed site of the track, needed to be completely realigned. Although not part of the original planning, CCTV cameras and portable DMS were also required to assist with traffic management. KDOT identified funding for each of their proposed infrastructure projects, and these projects were included in the package that was submitted to the International Speedway Corporation. More than a year before the first race event at the Kansas Speedway, all the agencies involved in traffic management began planning for the event. Agencies that participated in the planning included KHP, KDOT, KTA, Kansas City Police, Wyandotte County, and the Kansas Speedway. The Missouri DOT and Missouri Highway Patrol were also initially involved because there was concern that traffic could be affected east of the track into Missouri. (Once the Speedway opened, it turned out that this concern was unfounded as race traffic had only minor impacts on I-70 near the Speedway and did not affect traffic on I-70 in Missouri.) To facilitate traffic management planning, a consultant also was brought on-board early in the process. The success of the planning for traffic management was attributed to two primary factors. The first was the importance that the governor and Kansas City placed on the success of hosting major races at the Kansas Speedway. Millions of dol- lars were invested by the state and city to bring the race track to Kansas, and to recoup their investment they needed to suc- cessfully host large races. The visibility and importance of the first successful event was a great motivator for every agency involved. The second factor to which success was attributed was the personalities involved. Several of those interviewed for this case study noted that there were no egos in the room that got in the way. A sense of mutual respect among the agencies and for their work was a consistent factor in planning for traffic management. No single agency was designated as “in charge”; rather, each agency took responsibility for its piece and worked well with the other agencies to ensure overall success. The result of the planning efforts was a multilayered traffic plan with different agencies leading the layers. The first layer dealt with interstate traffic, which was KHP’s responsibility. The second layer dealt with traffic on local streets traveling between the interstates and the Kansas Speedway, this layer was the responsibility of the Kansas City Police Department. The third layer handled traffic entering or leaving the track property, which was the responsibility of the Kansas Speed- way. KDOT provided support to all three layers through

47deployment of CCTV cameras, DMS, and cones. Each layer was critical to successfully manage traffic for events. Detailed Process and Integration Points Figure 5.1 shows the detailed process that was developed for special-event traffic management at the Kansas Speedway. Before a major event, all four agencies that are involved in man- aging traffic on race day come together for a meeting to discuss the upcoming event and changes or special circumstances that need to be considered in their planning. These agencies have worked closely together since the first event in 2001, and there is a clear understanding of the roles and responsibilities of each agency.Figure 5.1. Detailed business process diagram of Kansas Speedway special event.are sent and portable DMS are controlled. On the day before race day, KHP conducts a briefing to review the setup and pro- cedures for race day. During the race event, KHP, Kansas City Police Department, and the Kansas Speedway manage traffic on freeways, local streets, and in the parking lots. KHP deploys a helicopter to monitor traffic from the air and roving officers on monocycles to patrol the heavily congested areas around the Speedway that cannot be easily accessed by troopers in cruisers. All agencies continue to communicate primarily through WebEOC, a system owned by Wyandotte County that lets each agency monitor messages and communicate on a web-based system. Once the race is completed, a follow-up meeting to review race day events may be held. This meeting was originally held after every event during the first few years the Kansas Speed- way was in operation, but as traffic management has become more efficient, it is now only held as warranted.In the week before race day, KHP will activate the KHP Command Center. The KHP Command Center is the commu- nications hub for the event and is where CCTV camera feeds

48Several key integration points were identified in the Kansas Speedway special-event traffic management process, including the following: • Integration between KHP and KDOT for deployment and operation of CCTV cameras and portable DMS; • Integration between KHP, KDOT, Kansas City Police Department, and Kansas Speedway to develop traffic man- agement plans for upcoming events and to discuss traffic management performance after operations; and • Integration between KHP, KDOT, Kansas City Police Department, Kansas Speedway, and Wyandotte County for sharing of information through WebEOC during the special event. Types of Agencies Involved The primary agencies that are involved in the special-event traffic management are KHP, KDOT, Kansas City Police, and the Kansas Speedway. As described earlier, a three-layered approach is set up, with KHP responsible for traffic on the free- ways, Kansas City Police responsible for traffic on local streets, and Kansas Speedway responsible for traffic in the parking areas. Numerous special teams have been established to facili- tate the special-event traffic management on race day. These include the KHP Post Commanders Team, Logistics Team, and KDOT Team. The KHP Post Commanders Team is made up of the commanders from each traffic post where KHP will be directing traffic. The post commanders attend the post com- manders briefing the evening before the race begins, direct the other troopers at their post, and communicate with the KHP Command Center. The Logistics Team is responsible for set- ting up the event, including staging and setting up of tempo- rary traffic control, providing water and tents for troopers at traffic posts, and running errands during the event. The KDOT Team is responsible for maintaining the CCTV cameras, put- ting the portable DMS boards in place and changing messages on the board if the wireless communications fail, and assisting with temporary traffic control placement. Types of Nonrecurring Congestion Addressed The process for managing the Kansas Speedway traffic deals with nonrecurring congestion due to a special event. When the Kansas Speedway first opened in 2001, KHP set up 14 inbound posts and 11 outbound posts, with troopers stationed at each post to direct traffic. Since then, KHP has increased the effi- ciency of traffic management and has been able to reduce the number of posts down to seven inbound and seven outbound. Traffic is monitored from the KHP Command Center using CCTV cameras and a helicopter that provides updates on traf- fic conditions; portable DMSs with wireless communication can assist in directing traffic. The roving motorcycle units areused around the Kansas Speedway and can assist with manag- ing any incident that blocks roadways. Over time, KHP and KDOT have refined temporary traffic control patterns and gen- eral traffic control to increase efficiency of the system as much as possible. One of the primary concerns on race day is getting traffic off I-70 without significantly affecting through traffic. Because major races are held on weekends, the overall level of traffic on I-70 is generally lighter than what is experienced on a weekday. As part of the initial package that was proposed by Kansas City to bring the Speedway to Kansas, KDOT agreed to add one more lane to I-70 to accommodate overflow traffic for major races. KHP has been able to quickly move traffic off I-70 with only minor impacts on through traffic on the interstate. KDOT has not done a study of travel times for through traffic on race day, but they estimate that at peak periods before or after a race, motorists on I-70 will only experience minor slowdowns with perhaps 5 min of delay to their total trip. Performance Measures The Kansas Speedway tracks the time it takes to clear parking lots after races and has seen improvements in clearance times since the initial race in 2001. After races, if something went wrong or clearance times exceeded normal ranges, this infor- mation is shared with KHP and an evaluation meeting with all agencies involved in the traffic management may be held to review the traffic management. However, these instances are rare and in most events the parking lot clearance times can be accurately estimated based on race attendance. KHP initially used troopers stationed at 14 inbound posts and 11 outbound posts to direct traffic. Although not a per- formance measure, the shift to seven inbound and seven outbound posts is seen by KHP as an indication of the improvement of their traffic management efficiency. Benefits The planning and cooperation between KHP, KDOT, Kansas City Police, and the Kansas Speedway allowed for efficient traf- fic management of more than 100,000 spectators from day one. The agencies involved in traffic management have been able to improve their efficiency and reduce the manpower needed to manage traffic over time and consider their traffic management effort a success from the start. The popularity of racing in the United States and the effi- cient use of the Kansas Speedway have prompted an expansion of the seating capacity of the Speedway. Current expansion work will bring the total seating capacity of the Kansas Speed- way to 150,000. Without an efficient plan to move spectators in and out of the Speedway, this expansion would not be possible.

49The traffic management process developed for the Kansas Speedway goes beyond simple convenience to spectators. By minimizing the impacts to through traffic on I-70 and I-435, KHP can reduce freeway backups and minimize the chances of secondary incidents on freeways. Efficient and effective move- ment of vehicles off the race track is also critical for evacuation. On April 25, 2009, a tornado touched down in Kansas only a few miles from the Kansas Speedway. About 30 min earlier, a race that was in progress was suspended for the day due to rain, and many of the spectators were in the process of leaving the event. The tornado did not touch down close enough to the Kansas Speedway to cause any damage, but it was an important reminder of the need to be able to efficiently move traffic out of an area, especially in Kansas, which is particularly prone to tornadoes. Lessons Learned Each agency interviewed identified the single most important factor to the success of the special-event traffic management as the cooperation among all agencies in the planning and execu- tion of traffic management. The importance placed on success- fully bringing the Speedway to Kansas by the governor and Kansas City certainly contributed to that cooperation and coordination, but the personalities of the leaders from each agency and the existing relationships that had been established were identified as even more important factors. KHP has learned that the development of a race-day proto- col is particularly important, so that procedures for handling incidents or other unexpected events are well understood. KHP has worked with their partners to develop a tow policy to address abandoned vehicles, a traffic crash policy to quickly clear incidents, and a no-patrol zone to keep troopers and police officers in cruisers from adding to the congestion around the race track by limiting patrols to troopers on motorcycles. Receiving information from the CCTV cameras and the ability to control the portable DMSs from the KHP Command Center have been valuable. However, CCTV cameras have failed in the past and communications to the portable DMSs are not always reliable, which sometimes necessitates the need for KDOT to manually change messages in the field. KHP and other agencies involved in traffic management have learned that technology is useful, but they need to be careful that they are not totally dependent on technology. Analysis and Research Observations Planning for the traffic management at the Kansas Speedway essentially began when Kansas was still being considered by the International Speedway Corporation and continued up until the first event. Political support for the Kansas Speedway gave those involved in traffic management a sense that they mustsucceed. Each agency took responsibility for their part of the plan, executed it well, and supported their partners. The sense of cooperation that started during the initial planning for traf- fic management of the race track has been carried into the con- tinued operations. It is clear that each agency felt they had an important stake in the success of the Kansas Speedway and contributed the resources and staff required for that success. One interesting note is that there are no formal agreements in place with any of the agencies regarding operations. When agencies were asked about this, they said they did not see a need to formalize what has worked well so far. There is confidence that they can continue to count on their partners, and that the strong relationships and years of experience working together will continue to add to that confidence. Michigan: The Palace of Auburn Hills The Palace of Auburn Hills (the Palace) is an arena located northwest of Detroit that hosts events such as concerts, basket- ball games, circuses, and graduations for eight months of the year. Because of the volume of traffic generated by these types of events, an increase in traffic congestion is typical in the vicin- ity of the Palace. Focused traffic management plans at these locations can help mitigate the effects of the increased conges- tion before and after the event. The Palace is located in Auburn Hills, a suburb of the greater Detroit, Michigan, area, in the north-central section of Oakland County. The Auburn Hills Police Department (AHPD) has been involved with traffic management strategies at the Palace since it opened in 1988 and has played an integral part in the development of the traf- fic management plan currently in place. To acquire details regarding the traffic management plans implemented for events hosted at the Palace, an initial inter- view was conducted with Danielle Deneau, PE, of the Road Commission for Oakland County (RCOC). After that conver- sation, a more in-depth interview was conducted with Capt. Jim Mynesberge of the Auburn Hills Police Department. Description In terms of traffic operations and management, a special event can be categorized as a scheduled interruption to normal traf- fic flow. The Palace special event case study provides an analy- sis for a multiagency, public–private partnership focused on managing traffic for planned events of varying sizes. The traf- fic management plan includes traffic control strategies man- aged through the RCOC FAST-TRAC signal system, which is programmable and detects actual traffic counts (the original timing was based on recording traffic flow as officers manually directed traffic); traffic monitoring capabilities through the MDOT CCTV cameras; and traveler information using the

50MDOT DMS and MiDrive website. The current traffic man- agement plan includes a partnership between the Palace, the Police, RCOC, and MDOT and has resulted in memoranda of understanding (MOUs) and formal agreements between some of these agencies. The plan provides a direct connection between the Police dispatch and the RCOC TOC. The effec- tiveness of the traffic management plan allows fewer officers to be used for managing traffic at special events and reduces the time required to load-in and load-out for each Palace event. Load-in and load-out are two performance measures that have been defined to measure the success of traffic control before and after events. Background of Agency The Palace is located within Auburn Hills, adjacent to I-75, and is within the jurisdiction of the AHPD. The Palace is a multipurpose arena used for concerts, sporting events, and other events such as wrestling, circuses, or graduations. The arena has been operational for over 20 years and is the perma- nent home of the Detroit Pistons (NBA) and the Detroit Shock (WNBA). The arena is recognized for its large capacity for the NBA and can accommodate over 22,000 fans for bas- ketball games and over 25,000 for concerts at center stage. The Palace also is the only arena that can hold the entire host city’s population. The AHPD provides security and traffic enforcement for the Palace during events. The Pistons typically attract a large attendance for their games, which has resulted in the arena expanding the parking capacity to keep pace with the atten- dance demands. AHPD manages the traffic before, during, and after each event, with a focus on providing efficient and safe access for motorists. Process Development The Palace partnered with AHPD and RCOC to develop a per- sonalized traffic management plan for events at the Palace. The original traffic management plan used several police officers and manual traffic control to move vehicles through several intersections in the vicinity of the Palace. The original site plan included only three driveways, which created some capacity issues for event traffic ingress and egress. The traffic manage- ment plan recommended improvements to the site that included additional lanes, modified use of the existing drive- ways, and the construction of two additional access drives. One new access drive was constructed on the north side of the site, and one on the south side. The access drive located on the south side is called Direct Drive, and when clearing the park- ing lot, only allows right turns, providing drivers with direct access to I-75. The Palace also established a MOU with MDOT to temporarily close the access road just east of Direct Driveafter events to provide exclusive use for Palace traffic when events commence. The Palace had several motivations for an improved traffic management plan. The first was happier patrons attending events. The second was monetary. Since the Palace pays for the use of AHPD officers to manage traffic at events, there was vested interest in streamlining the personnel and the time required. The larger events would require a total of 15 officers to work an event and effectively manage traffic. Each inter- section required two to three officers to safely direct traffic to and from the facility (15 officers total). With the revised plan, the larger events can be managed effectively by only one or two officers. Initially, AHPD and the Palace met regularly to discuss improvements, issues, and traffic management strategies. AHPD now has the ability to implement the Event Manager (developed by RCOC) and activate predetermined signal tim- ing plans through the RCOC TOC. With this closely integrated coordination, the issues have decreased and the coordination meetings have been reduced to only twice a year. AHPD and the Palace used two specific measures of effec- tiveness initially to determine if pre-event traffic was being managed properly. These measures allowed the two agencies to assess operations and determine the appropriate area of con- cern, namely: • If traffic was queuing on the public roadway but the Palace driveways had additional capacity, then traffic was not being managed effectively by the police. • If traffic was stopped at the driveways and vehicles were queuing on the public roads, then the Palace personnel were not effectively managing the parking operations. These observations were used to support the need to increase the access lanes and construct the additional driveway. The Palace parking process also was modified to establish longer stacking lanes approximately an hour and half before the event start time. This was necessary to accommodate the process for collecting parking fees from each vehicle. For postevent traffic, the effectiveness measure was based on all the access drives clearing at the same time. The bal- ance of exiting traffic was accomplished by sectioning the lots and directing all traffic to the specific exits. Since most events ended after 10:00 p.m., the Palace traffic could receive a higher preference in green time. It was determined that shorter cycle lengths resulted in extended clearance times for the Palace. Shorter cycle lengths create longer delays because of lost startup time and more clearance intervals per hour. In other words, the longer traffic was stopped, the longer it took to empty vehicles from the lot. The passing traf- fic was only inconvenienced by waiting through a single cycle length to accommodate the exiting Palace traffic. This impact

51was measured both visually and by using the FAST-TRAC system. Detailed Process and Integration Points Figure 5.2 shows the process used by the Palace for special-event traffic management. The traffic management plan involves revised signal timing at 19 intersections in the vicinity of the Palace. Signal timing plans were developed for small, medium, and large events. The number of intersections included in the signal timing plan provides a larger footprint than AHPD was able to manage with only police officers. The plan allows a senior AHPD officer to select the appropriate timing plan based on input from the Palace concerning the size of an event. The senior officer also has the authority to instruct the dispatcher to activate the appropriate timing plans. The dispatcher then has the ability to activate the timing plans via the Event Man- ager from the AHPD facility.Figure 5.2. Detailed business process diagram for a special event at the Palace of Auburn Hills.The Palace has access to its own CCTV cameras around the facility and to MDOT-owned CCTV cameras on the trunk routes. The MDOT cameras provide information about traf- fic conditions on the roadways approaching the Palace. The Palace personnel also use radios to communicate continuously with AHPD. The Palace documents the load-in and load-out times for each event that occurs, and has observed that the load-out time has decreased from approximately 1 h to less than 25 min with the current traffic management plan. Figure 5.3 displays the Palace and the surrounding trans- portation network for reference. I-75 runs north-south on the west side of the Palace, and M24 (Lapeer Road) runs north- south on the east side. The small connector on the south side of the Palace is the Direct Drive that is used exclusively for postevent traffic. AHPD responds to incidents in the vicinity of the Palace, including those that occur on I-75. During events, AHPD will coordinate for these incidents because they can affect traffic management at the Palace. Coordination is

52Source: © 2010 Google. Map data © 2010 Google. Source: © 2010 Google. Imagery © 2010 DigitalGlobe, USDA Farm Service Agency, Cnes/Spot Image, GeoEye, U.S. Geological Survey. Map data © 2010 Google. Figure 5.3. The Palace of Auburn Hills and surrounding transportation network.initiated by AHPD with MDOT and the Michigan Intelligent Transportation System Center (MITSC) to verify the incident, and MDOT will activate DMSs in the area to inform motorists of the incident if needed. In some cases, traffic is diverted to Opdyke Road through media and DMS communication. During an incident, the Palace monitors the CCTV cameras and communicates traffic conditions with the AHPD officers. AHPD also coordinates with RCOC to determine possible adjustments to the signal timing. After the incident has cleared, AHPD will coordinate with MDOT and RCOC to clear DMS messages and reset signal timing, respectively. Several key integration points were identified in the Palace of Auburn Hills special-event traffic management process, including the following: • Coordination between the Palace and AHPD: Based on guidelines established in the traffic management plan, the Palace determines the size of an event (small, medium, or large) and informs AHPD. • The AHPD Dispatcher has the ability to activate the pre- determined signal timing plans within FAST-TRAC. The AHPD Sergeant has the authority to select the appropriatetiming plan based on the size of the event and directs the Dispatcher as to which plan to activate. The AHPD dispatch has a direct connection with FAST-TRAC so RCOC person- nel are not required during most events. • The Palace has access to MDOT CCTV cameras so they can monitor traffic in the vicinity of the arena during an event. MDOT also monitors traffic, but the Palace’s access to sur- veillance provides the ability to focus specifically on inci- dents that can affect typical traffic during an event. • Coordination occurs via radio between Palace personnel and AHPD personnel to adjust the predetermined traffic management plan and mitigate potential impacts on traffic. The response to incidents during an event is coordinated among MDOT, the Palace, AHPD, and RCOC. Based on the impact of the incident, DMSs are activated with appropriate messages, timing plans can be adjusted, and additional resources can be implemented for modified traffic control solutions. The Palace maintains records of all events, including the load-in and load-out times. Based on this documentation, the stakeholders have identified consistent results in the current

53traffic management plan. RCOC maintains the event signal timing plans respective to each event size. These timing plans can be revisited if issues or changing traffic patterns are identi- fied. The MDOT MITS Center maintains incident records that can be referenced to determine impacts on the traffic during events. There is no central location for data related to events at the Palace, but it can be obtained from the individual partners. Types of Agencies Involved There are four main partners involved in the coordination of events at the Palace of Auburn Hills. The public–private part- nership includes AHPD, the Palace, RCOC, and MDOT. The Palace is responsible for traffic on arena property, maintaining an arena-specific traffic management plan, and coordinating with AHPD for implementation. The Palace also has access to MDOT CCTV cameras so they can monitor traffic conditions on approaching routes. AHPD is the local police department responsible for traffic control within the city, including the local interstate routes. RCOC is responsible for county road maintenance and operations of the countywide signal system. RCOC has developed and programmed event-specific timing plans relative to the three categories of event sizes and allows AHPD to activate appropriate timing plans remotely. The MDOT MITS Center is responsible for monitoring the south- eastern Michigan roadway network and uses CCTV cameras and detection for surveillance and DMS and the MiDrive web- site for sharing traveler information. Types of Nonrecurring Congestion Addressed The Palace’s traffic management plan addresses nonrecurring traffic impacts classified as special events and crashes. When the Palace opened in 1988, AHPD manually controlled traffic in and around the arena. AHPD used approximately three to four traffic control police officers per intersection at several intersections (15 officers in all). In addition, the larger events required at least an hour to move traffic in and out of the park- ing facilities. The signal timing plans available through FAST-TRAC and the agreement between RCOC and AHPD to activate signal timing plans remotely via the Event Manager make it possible to improve efficiency. The signal timing plans are predeter- mined based on the estimated level of traffic for scheduled events. The signal timing plans also incorporate additional intersections that were previously not managed during events. The revised signal timing plans allow AHPD to decrease the total number of officers required at any event to no more than two and reduced the time for emptying the lot to approxi- mately 25 min. Improved incident management is the result of an agreement between MDOT and the Palace to share camera images. The Palace personnel can access views of several cameras located onapproaching roadways. When incidents occur in Auburn Hills, even on the interstate, AHPD typically are the first responders on scene. They will respond and coordinate with the Michi- gan State Police (MSP) and MDOT on the traffic management needs at the incident. They also coordinate with the Palace on any impacts to event-related traffic. MDOT will activate mes- sage signs to warn motorists and AHPD can modify the traffic management strategy to accommodate the changes in traffic patterns. Performance Measures Because the Palace tracks the load-in and load-out times dur- ing each event, those times can be compared to ensure the traf- fic management plan is working effectively. They meet with AHPD to discuss new issues and develop strategies that can mitigate these issues at the next scheduled event. The Palace maintains constant communication with AHPD to ensure that there is efficient and safe access for motorists. AHPD also com- municates with RCOC on potential issues with the signal tim- ing plans. The improved signal timing plans have allowed AHPD to reduce the number of required traffic control police officers from 15 to no more than two officers for each event. Emptying the parking lots of the Palace can now be achieved in less than 25 min. In addition, crash rates have remained con- sistent with the implementation of the Event Manager. Benefits The traffic management program at the Palace of Auburn Hills has proven to be successful. Benefits include improved traffic control efficiency; improved travel time; higher efficiency of motorist movement; and streamlined use of police resources. These benefits are achieved through strong relationships and trust between the stakeholders. With the reduction in load-in and load-out times, the impact on motorists traveling in the vicinity of the arena also is reduced. In addition, spectators are able to reach the arena more quickly and spend more time at the event. This improved mobility translates into cost savings for the motorists by reduc- ing fuel consumption and travel. The Palace also experiences a fiscal benefit by having spectators arrive earlier at events. The improved signal timing plans allow for more intersec- tions to be managed during an event with fewer officers, which frees up more officers for responding to emergencies, inci- dents, and other situations. Fewer officers for manual traffic control also has increased safety for personnel. Directing traf- fic in the dark and during poor weather conditions often cre- ated unsafe conditions for AHPD officers. The Palace’s cost for police personnel also is reduced. The Palace indicated that the savings from the fewer officers required to control traffic can be redirected to other expenses, such as an extension of park- ing facilities or a reduction in ticket costs for events.

54Lessons Learned All the agencies involved with the special-event traffic man- agement plan have acknowledged benefits, but there are still some elements that can be improved. Some simple modifica- tions could be achieved more quickly, while others are more extensive and would require several years. The partners stated that the traffic management plan should be developed as the site is designed. This approach would identify deficiencies in driveway access and potential capacity issues related to mov- ing the maximum capacity of the parking lots. The site devel- opment also should limit the amount of traffic movement occurring closer to the buildings to minimize conflicts between vehicles and pedestrians. This additional conflict can gener- ate congestion within the parking lot. Lastly, sufficient light- ing throughout the parking lot should be implemented. Better lighting increases safety by improving visibility for drivers navigating among pedestrians, especially during inclement weather. Analysis and Research Observations The Palace traffic management plan has been developed through input from the Palace of Auburn Hills, AHPD, and RCOC and has improved the efficiency, reliability, and safety of traffic management during special events hosted by the Palace. During arena events, such as games and concerts, thetraffic flow in and out of the Palace has improved considerably while limiting the resource needs of AHPD. Coordination between the Palace and AHPD also has increased the reliabil- ity of loading and unloading the Palace parking lots. The Palace records and evaluates the load-in and load-out times to determine possible signal timing adjustments. The Palace personnel discuss improvements to the traffic manage- ment plan with AHPD on a continuous basis. The continued communication between the Palace, AHPD, and RCOC has improved operations and resulted in improved mobility for the motorists going to the Palace, as well as for motorists within the area. Agreements have been established between AHPD, the Palace, and MDOT to share CCTV camera video images for improved incident management. The police can coordinate and respond to incidents more quickly. Based on monitoring an incident, real-time information is provided and coordi- nated between all stakeholders to improve traffic coordination during and after each event. References 1. Basore, B., and P. Behm. Kansas Speedway Traffic Management. Kansas Highway Patrol, 2007. 2. TriCon Environmental, Inc. ESi WebEOC Professional Version 7. www.tricon-env.com/Product_software.php?id=webeoc. Accessed July 20, 2011.

TRB’s second Strategic Highway Research Program (SHRP 2) Report: S2-L01-RR-1: Integrating Business Processes to Improve Travel Time Reliability addresses various ways that transportation agencies can reengineer their day-to-day business practices to help improve traffic operations, address nonrecurring traffic congestion, and improve the reliability of travel times delivered to roadway system users.

The project that produced this report also produced SHRP 2 Report S2-L01-RR-2 : Guide to Integrating Business Processes to Improve Travel Time Reliability.

An e-book version of this report is available for purchase at Google , Amazon , and iTunes .

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Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

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Event Management Software: A Case Study 

• Post author: Maryliya M J
• Post published: January 25, 2024
• Reading time: 14 mins read

Table of Contents

Event management software has rapidly transformed the way businesses plan, organize, and execute events. In this digital era, traditional manual methods of event management have become outdated and cumbersome. Event management software offers a comprehensive solution to streamline processes, automate tasks, and enhance overall efficiency.

Introduction to Event Management Software

Definition of event management software.

Event management software is a powerful tool that helps businesses and organizations plan, manage, and execute events more efficiently. It automates various tasks such as registration, ticketing, event planning, logistics, marketing, and data analytics, making the entire process smoother and more streamlined.

Evolution and Importance of Event Management Software

Gone are the days when event management involved stacks of paper, spreadsheets, and countless hours spent on manual tasks. Event management software has evolved to meet the increasing demands of businesses and the ever-changing landscape of events. Today, it plays a vital role in helping companies deliver outstanding events while saving time, reducing costs, and improving attendee experiences.

Understanding the Need for Event Management Software

Challenges in traditional event management.

Traditional event management methods often involve juggling multiple spreadsheets, manually handling registrations, and relying on email communication for coordination. This can lead to errors, data inconsistencies, and inefficient processes. Additionally, it becomes challenging to track event performance, analyze attendee data, and measure ROI accurately.

Benefits of Adopting EMS

Event management software eliminates many of the challenges faced by traditional methods. By automating tasks, it reduces human error, improves data accuracy, and increases productivity. It also provides real-time insights into event performance, attendee engagement, and revenue generation, enabling businesses to make data-driven decisions. Moreover, it enhances the attendee experience by offering convenient online registration, personalized communication, and seamless event logistics.

Key Features and Benefits of Event Management Software

Registration and ticketing management.

Event management software simplifies the registration process by offering online registration forms, secure payment gateways, and customizable ticketing options. This streamlines attendee registration, reduces administrative work, and provides a seamless ticketing experience.

Event Planning and Logistics

From venue selection and floor planning to managing speaker schedules and organizing sessions, event management software helps businesses efficiently plan and execute events. It ensures smooth logistics by automating tasks like session scheduling, resource allocation, and equipment tracking.

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Marketing and promotion.

EMS enables targeted marketing and promotion through email marketing campaigns, personalized communication, and social media integration. It helps reach a wider audience, increase event visibility, and track marketing effectiveness to drive attendance.

Data Analytics and Reporting

One of the most significant advantages of event management software is the ability to collect and analyze valuable data. It provides real-time insights into attendee behavior, preferences, and engagement, helping businesses measure event success, identify areas for improvement, and make informed decisions for future events.

About the Client

Our client, an event planning company, faced challenges in coordinating multiple events simultaneously, tracking budgets, and communicating effectively with clients and vendors. Recognizing the need for an efficient solution, they sought an EMS based on .NET. The primary goal was to develop a comprehensive EMS that includes features for event scheduling, budget tracking, attendee management, and vendor collaboration to streamline event planning processes. 

Project Overview

The project aimed to develop a robust .NET-based Event Management Software to address the client’s challenges. The primary objectives included providing tools for event scheduling, efficient budget tracking, attendee management, and vendor collaboration to ensure seamless event execution. 

The Challenges

• Multiple Event Coordination: Inefficiencies in coordinating and managing multiple events simultaneously. 
• Budget Tracking Difficulties: Difficulty in tracking and managing budgets associated with each event. 
• Effective Communication: The need for a centralized system to facilitate seamless communication with clients and vendors. 

The Solution

Our team of experienced developers and project managers collaborated to design and implement a comprehensive .NET-based Event Management Software. The solution included features for event scheduling, budget tracking, attendee management, and vendor collaboration to enhance efficiency and communication within the event planning company. 

Key Features of the EMS

• Event Scheduling: Intuitive tools for scheduling and managing multiple events simultaneously. 
• Budget Tracking: Comprehensive features for tracking and managing event budgets efficiently. 
• Attendee Management: Tools for attendee registration, check-ins, and engagement. 
• Vendor Collaboration: A centralized platform for effective communication and collaboration with vendors. 
• Real-time Updates: Real-time updates and notifications for seamless event execution. 

Technologies Utilized

Development Stack: .NET, ASP.NET MVC 

Database: SQL Server 

Integration: Web API, REST APIs 

Communication Tools: Real-time messaging features for effective collaboration. 

The Outcome

The Event Management Software was successfully deployed, resulting in significant improvements in event coordination, budget tracking, and communication. The intuitive event scheduling features, comprehensive budget tracking tools, attendee management capabilities, vendor collaboration platform, and real-time updates contributed to a more streamlined and successful event planning process. 

Our team’s expertise in developing a tailored Event Management Software using .NET technologies effectively addressed the client’s challenges. The implementation of event scheduling features, budget tracking tools, attendee management capabilities, vendor collaboration, and real-time updates contributed to a successful transformation of the event planning company’s processes. 

Is your event planning company struggling with coordination and budget tracking? Contact us today to explore how our expertise in EMS development can optimize your event planning processes and ensure seamless event execution.  

1. What is event management software?

Event management software refers to a digital solution designed to streamline and automate the various processes involved in planning, organizing, and executing events. It encompasses features such as registration and ticketing management, event planning and logistics, marketing and promotion, and data analytics and reporting.

2. What are the benefits of using eMS?

Event management software offers numerous benefits, including improved efficiency and productivity, enhanced attendee experiences, cost savings, and the ability to gain valuable insights through data analytics. It simplifies event management tasks, reduces manual errors, and provides a centralized platform for seamless collaboration and communication among event stakeholders.

3. How can eMS impact an organization?

By implementing event management software, organizations can experience a positive impact in various aspects of their events. It can streamline processes, save time and resources, increase attendee engagement, and enable effective data-driven decision-making. Additionally, it helps enhance brand reputation, drive revenue growth, and ensure a seamless and memorable event experience for both organizers and attendees.

4. What are some best practices for implementing eMS?

Some key best practices for implementing event management software include conducting thorough research and evaluation of different software options, involving stakeholders in the selection process, providing comprehensive training and support to users, integrating the software with existing systems, and continuously reviewing and optimizing the software usage based on feedback and data analysis. It is also essential to have a well-defined implementation plan and clear communication channels throughout the process.

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Galata - Event Management App UI UX Design Case study

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Case Study: Event Management Company

Client relationship overview.

An event management company came to JetCo Solutions to help keep their incumbency on a government project. While they had a strong history with the agency, they needed help responding to the updated solicitation. Having worked with JetCo Solutions in the past, they trusted us to handle this expanded solicitation.

The government agency that issued the solicitation for this contract heavily modified the response requirements from previous years. The event management company didn’t have the resources to write such an in-depth response. As they had been the incumbent for the past decade, they needed to submit a strong proposal to the new requirements. Another challenge they faced was the sudden shutdowns that began during the writing process. With COVID-19 canceling events, they needed to have a mitigation plan in place for the event coming later in the year.

JetCo Solutions made a detailed and comprehensive outline of every aspect that needed to be addressed in the response and first pulled all the applicable information from the company’s past proposals. Our team reworked as much old content as possible and then conducted interviews with the company’s team to gather all remaining information. With pages of detailed notes, the proposal manager wrote up the technical proposal according to all solicitation guidelines.

As the pandemic caused a shutdown, both the company and JetCo Solutions agreed that a lengthy response was needed to accommodate necessary changes in how the event would be managed to keep the staff, special guests, and attendees safer. Through discussion and research, a plan was created and properly drafted to meet CDC health standards. Drafting the virus mitigation plan was vital to the company as they already watched some of their partners and competition vanish from the event management market.

Our proposal management team completed the response before the solicitation’s deadline thanks to the attentiveness and dedication of the client. Our written response fully articulated the company’s plan to handle all sects of event management while also keeping health and safety in mind for all parties involved. This response will also help the company in responding to future solicitations either by the same agency or others thanks to the details provided on their unique solutions and management plan.

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News From RainFocus

Rainfocus named a leader in the 2024 gartner® magic quadrant™ for event technology platforms.

27 Mar 2024 | Brian Gates | 3 minutes

There’s been an evolution in how people use event technology. Many buyers used to consider their event technology to be disposable, and they would seek out a new platform for each event.

Now, organizations are looking to fully integrate experiential marketing as a key component of their martech stack. There’s a high demand for all-in-one event platforms, especially with advanced capabilities.

This growing focus on event technology has not gone unnoticed in the industry and beyond. This month, Gartner® released the 2024 Magic Quadrant™ for Event Technology Platforms , which can help match your business requirements for virtual and in-person events to the technology vendors to maximize event results. We’re thrilled to share that RainFocus was named a Leader in this year’s report.

This Magic Quadrant highlights the need for one platform to run all events. In their evaluation, Gartner® examined three different use cases: in-person user conferences and tradeshows, virtual user conferences and tradeshows, and in-person roundtables and field marketing events. The report named RainFocus the top platform in all three use cases.

The Magic Quadrant news was an exciting verification of what we see with our clients: Delivering any event type or size with just one platform leads to substantial efficiency gains. Each event represents months of work. Our platform reduces that workload significantly by enabling clients to reuse workflows and data from past events.

Event data is incredibly valuable to organizations. We view it as the cornerstone of marketing. On average, attendees spend over 802 minutes engaging with a brand at a conference. We have revolutionized the industry by opening the event channel to the rest of the organization. Our clients have integrated RainFocus data into their CDPs to empower their marketing and sales teams to conduct business more efficiently. Our ability to consolidate event data and improve the accessibility of the data is unmatched.

Our position as a leader in the 2024 Gartner® Magic Quadrant™ for Event Technology Platforms is due to the combined efforts of our product, marketing, sales, and service teams. The evaluation criteria for the Gartner® Magic Quadrant™ for Event Technology Platforms spans 16 different categories and includes a highly detailed demo and briefing. These teams were instrumental in the completion of this analysis.

Read the report to learn more about our recognition.

Gartner, Magic Quadrant for Event Technology Platforms, Christy Ferguson, Amy Jenkins, 18 March 2024

GARTNER is a registered trademark and service mark of Gartner and Magic Quadrant is a registered trademark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and are used herein with permission. All rights reserved.

Gartner does not endorse any vendor, product or service depicted in our research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

Conflict Resolution Through Participatory Rangeland Management: A Case Study from Osobey-Globo Rangeland Unit, Filtu Woreda, Somali Region, Ethiopia

• From CGIAR Initiative on Livestock and Climate
• Published on 26.03.24
• Impact Area Adaptation , Poverty reduction, livelihoods & jobs

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Competition for rangeland resources has intensified due to growing human and livestock populations, resulting in land degradation and conflict. In the Osobey-Golbo rangeland unit in the Filtu woreda of Ethiopia’s Somali region, conflict has come in the form of land grabbing among residents and from neighboring kebeles, also known as municipalities. With the advance of infrastructure development in the woreda, those whose land has been encroached on by road construction get compensation, providing strong incentive to steal land. Additionally, rangelands are being grabbed for private use or sale, especially to livestock traders who have migrated to the region and are unaware of the local laws and customs. Although these issues have been going on for years, conflict reached a fever pitch in September 2022, resulting in the deaths of two people, the wounding of four, restricted movement in woreda and the displacement of many.   

Despite the tension that arises when land resources become contentious, the Osobey-Golbo rangeland unit is actively working towards solutions that are participatory, context-specific and integrated. The unit is supported by the One Health for Humans, Environment, Animals and Livelihood (HEAL) project , funded by SDC, and additional support from the CGIAR Research Initiative on Livestock and Climate . The project is supporting the application of a One Health approach to support the close interlinkages between rangeland, livestock and human health and create sustainable strategies to cope with changing environments and threats related to climate change. One component in this approach is supporting ecosystem health through the implementation of Participatory Rangeland Management (PRM) , a community-led process that strengthens local management institutions’ ability to regulate grazing patterns, facilitates community management of communal rangelands and targets restoration efforts to improve rangeland health.   

In Osobey-Golbo, PRM has supported the creation of a rangeland management institute, a rangeland council for the entire unit and smaller rangeland committees at the sub-unit level.   

Soon after the establishment of the institute, the community came together to discuss a grazing system and land-use planning for the entire unit. The grazing system follows a schedule depending on the season. The rangeland unit is divided into three grazing zones, one for the wet season, another for the short dry season, and a final one for the long dry season. The hilly rocky areas of the rangeland are grazed during the rainy season, while the potential range area, which is typically farmed, is grazed in a brief window of time following crop harvest. During the lengthy dry season, grazing is shifted to the banks of the Dawa River.   

The Rangeland Council and Committees’ roles are to facilitate the transitional movement of livestock and mobilize the community to relocate to the designated grazing area at the appropriate time. Those who fail to follow the movement or cause delays in moving face consequences. As a result, the overload on the rangeland is solved and its governance becomes normal. Mr. Ahmed Abdi Aden, member of Golbo sub-rangeland unit said, ‘initially, saving a resource was seen solely in terms of money. However, with PRM, we’ve come to understand that implementing grazing techniques can also preserve our rangelands.’  

The impact observed in the Osobey-Golbo rangeland unit has been significant, leading to a notable decrease in conflicts stemming from land grabbing. Community members have recognized that private grazing land is a major cause of contention. As part of the new plans, it was agreed to remove barriers dividing private land and introduce a bylaw imposing fines or potential imprisonment for those who erect such barriers.  

Mr. Mohammed Omar, chairperson of the rangeland management institution council, said that ‘at first ,   we didn’t take the idea of the rangeland management institute seriously, but now it is a powerful force to dissolve conflicts.’  

PRM was established as a tool for improving tenure security, good governance and management of resources , and has shown clear benefits in this regard . Its contribution to resolving conflicts and peacebuilding is a new impact that is surfacing and requires further exploration.  

Story by Mohammed Said, ILRI field officer for the HEAL project in Filtu, Ethiopia.   

Header image: Community of Harabali sub-rangeland unit discussing seasonal mobility plans. Photo by M.Said/ILRI. 

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Good Governance: A Case Study in Board Diversity Education 

Diversity and inclusion play an important role in enhancing decision-making.

CUES caught up with Shelly Berryman to learn about SchoolsFirst Federal Credit Union’s efforts to educate its top leadership—its board members—about diversity, equity and inclusion. Berryman is VP/board and committee relations of $29 billion SchoolsFirst FCU , Tustin, California.

Q. What is included in the overall learning and development plan for the members of the board of SchoolsFirst FCU?

A. As educators, our board members have a natural thirst for learning. We have a robust annual training schedule for directors that includes regulatory training and continuing education requirements. In addition to their monthly board meetings, the board meets twice a year for strategic planning. Diversity, equity, inclusion and belonging is a topic that has a place on their agendas. This includes ongoing, robust learning and meaningful discussions on how we can continuously move forward for the advancement of our members, team, volunteers and the credit union. 

Additionally, the board conducts a bi-annual gap analysis to identify training needs for individual board members and offers development options to fill knowledge gaps. Directors understand that it is imperative to stay informed of important topics facing financial services, the credit union and our members. 

Q. What is the history of the commitment to diversity, equity, inclusion and belonging of the board members of SchoolsFirst FCU?

A. SchoolsFirst FCU has a long-standing commitment to a culture of diversity and inclusion for its members and team. Directors’ commitment includes strategies and policies, as well as a plan of continuous understanding of the vital role DEIB plays in the success of our members, team, themselves and the credit union. The board’s DEI committee brings in outside experts to have robust, meaningful conversations to cement their accountability to DEIB. 

Q. What has the board been doing most recently to enhance its knowledge and ability to act on DEIB? 

A. The board has engaged in several activities to create an open, welcoming environment that allows the credit union team to bring their best selves to work. This not only results in a more engaged workforce, but one that is open to more inclusive ideas. 

Some of the activities include diversity for inclusive board governance training, conducting a DEI governance audit and including DEIB topics at each planning session. 

We’ve invited DEIB specialists from both inside and outside the credit union movement to speak to our volunteers over the years. They’ve shared their approaches to DEIB to help our board gain additional perspectives. 

A recent survey of the board, specific to DEI training, resulted in an overwhelming desire to continue to seek out learning opportunities so they can promote and embed an inclusive culture within themselves and the credit union. 

Q. What is the goal of the board’s DEIB efforts? What have been the benefits of your work in this area so far? 

A. The goal is to continually ensure our members and team feel included, heard and that the credit union is a place they can thrive. To do this well, the board must continue to learn and grow themselves. As many have said, and we agree, DEIB is a journey of continuous learning, growing and improving. It’s not simply setting a goal or reaching a metric; it takes hard work and concentrated focus along with deliberate actions. 

Thus far, this has created an environment and culture more attuned to the diverse and rich cultures among our members and team members. We’ve developed a keener awareness of the value each team member can bring to help us transform to an environment where our members and team feel included and have financial well-being. We are also seeing more innovation, collaboration and engagement—helping all involved feel more valued for their talents and empowered to reach their full potential.

The board authorized the creation of a senior vice president of DEI. This individual is responsible for crafting organizational strategies, programs and policies that champion DEI while ensuring our DEI Promise and practices harmonize seamlessly with our mission and values. Working together with the board, the benefits are endless.

Q. What are the next steps for board learning overall and for DEI learning in particular?

A. The board is committed to bringing DEI strategies forward that will have a positive impact on our members, team, the board and the credit union. 

Board members will engage with DEIB experts, seek resources for personal and professional development, monitor and review governance practices and make improvements where necessary. They are also committed to looking at themselves to ensure that as the credit union continues to grow, they continue to be a reflection of the membership. 

Boards have a vital role in building an inclusive organization and to govern in ways that put the credit union on a meaningful path that results in a larger, more diverse talent pool. A team of people who feel included and accepted is more engaged and productive and can bring forward diverse ideas that can lead to greater innovation and creativity, all in the name of delivering world-class personal service and helping our members and team have financial well-being.

CUES member Shelly Berryman, CUDE, joined $29 billion SchoolsFirst Federal Credit Union in 2003, where she’s held a variety of positions, including her current position as VP/board and committee relations. She has proudly worked in the credit union movement for more than 30 years. Berryman is a Credit Union Development Educator and a graduate of Western CUNA Management School and Filene i3. She's served on the RMJ Foundation Board and SoCal/NV CUES Board, among others. She holds CUNA’s Certified Credit Union Board Member and Supervisory Committee designations and is a graduate of the CUES Governance Leadership Institute.

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The role of enterprise risk management in enabling organisational resilience: a case study of the Swedish mining industry

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This study empirically examines the role of enterprise risk management (ERM) in developing and maintaining resilience resources and capabilities that are necessary for an organisation’s strategic transformation towards sustainability. Data was collected through 25 semi-structured interviews, one non-participant observation, and secondary sources in the context of a Swedish mining company undergoing a high-risk strategic transformation towards full decarbonisation. Following the temporal bracketing approach (Langley in Academy of Management Review 24:691–70, 1999) and employing thematic analysis (Gioia in Organizational Research Methods 16:15–31), the data was structured and analysed according to three phases from 2012 to 2023. The findings show: first, different ERM practices, such as risk governance frameworks, risk culture, risk artefacts, and risk awareness, influence resilience resources and capabilities. Second, the evolution of risk management practices from traditional risk management to ERM is an ongoing developmental process to ensure that risk management continues to be aligned with the company’s strategy. Third, in tandem with strategic changes, resilience in terms of resources and capabilities emerges over time and develops through a series of events, gradually enhancing the company’s ability to manage risks and uncertainties associated with multidimensional sustainability challenges. These results contribute to the ERM literature that follows the dynamic capability approach and also focuses on the relationship between ERM and strategy by adding more detailed empirical evidence from the risk management literature in relation to resilience resources and capabilities. Additionally, the results contribute to the resilience literature that follows a developmental perspective.

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1 Introduction

The steel industry is responsible for approximately 5% of CO2 emissions in the EU and 7% globally (Somers, 2022 ). While facing environmental, social, economic, and political challenges, companies operating in this strategic sector need to accelerate the decarbonisation processes to meet the EU’s ambitions for 2030 and the climate targets for 2050 (McKinsey, 2020 ). Therefore, a transformational change towards decarbonisation is essential for the long-term survival of mining, iron, and steel companies. If companies fail to achieve sustainable operations, their value-creating capacity, as well as their operating licence, which is critical to their business continuity, will be threatened. The necessity of the transformational change towards decarbonisation has prompted some of the Swedish iron and steel companies Footnote 1 to take the lead in [re]formulating their strategies towards more sustainable business models, adapting to an increasingly challenging business environment, and raising global awareness concerning sustainability-related issues.

However, as a part of the transformational process towards implementing sustainable strategies, companies face sustainability-related risks that have some characteristics of novel risks Footnote 2 in terms of being unexpected, and thus traditional risk management would be ineffective in handling these types of risks (Kaplan et al., 2020 ). Therefore, companies need to invest in their capabilities (Kaplan et al., 2020 ) and activate, combine, and reconfigure their resources to be able to respond to uncertainties and create value (Andersen et al., 2022 ). In this regard, enterprise risk management (ERM), which “constitutes a dynamic capability” (Nair et al., 2014 , p. 558), can support companies in avoiding undesirable events, minimising losses, and most importantly, finding creative answers to disruptions (Bogodistov & Wohlgemuth, 2017 ). Nonetheless, striking a balance between short-term efficiency and long-term development can be challenging in practice (Andersson et al., 2019 ).

Some studies implicitly show ERM enables companies to employ various resources that can contribute to a company’s resilience capacity. For instance, Lundqvist ( 2015 ) claims that ERM includes risk governance frameworks that establish a structured approach to the management of risks by defining risk responsibilities within the organisation. ERM also includes designing and using risk artefacts to promote risk communication (Klein & Reilley, 2021 ), integrating risk information into strategic decision-making (Giovannoni et al., 2016 ), and sharing risk information across the organisation (Arnold et al., 2011 ), all of which eventually lead to increased risk awareness in an organisation (Braumann, 2018 ). The findings of these studies are in line with the three categories of resilience resources proposed by (Richtnér & Södergren, 2008 ), namely structural, relational, and cognitive resources (see Table  1 ). However, there is a scarcity of studies that explicitly explain how ERM, as dynamic capability, influences a company’s resilience resources and resilience capabilities in the context of strategic change. This could be due to the fact that ERM as a concept remains obscure (Bromiley et al., 2015 ), as does resilience (Andersson et al., 2019 ; Linnenluecke, 2017 ). Furthermore, considering the complexity of sustainability challenges, the lack of integration of resilience thinking into risk assessment practices and the ERM literature may further contribute to the ambiguity surrounding the relationship between risk management and resilience (Wassénius & Crona, 2022 ). A more integrated understanding of risk management, that includes resilience thinking, could help in overcoming the limitations of traditional risk management approaches in particular, when dealing with uncertainty.

In the context of a Swedish mining company undergoing a high-risk transformational strategic change, this study aims to empirically examine the role of ERM in developing and maintaining resilience capabilities in daily practice and over time (Andersson et al., 2019 ). We do so in order to understand how risk management practices can evolve and not only help organisations avoid undesirable events and "bounce back" when they occur, but also "bounce forward" (Jaeger, 2010 ) by discovering new creative solutions (Richtnér & Löfsten, 2014 ) in situations characterised by high levels of environmental complexity. This aim leads to the following research question:

How does ERM contribute to developing and maintaining the resilience necessary for the strategic transformation of an organisation towards sustainability?

We answer the research question by conducting a single case study at one of the mining companies currently involved in the decarbonisation project in Sweden where we gathered data via 25 semi-structured interviews, a non-participant observation, and secondary sources.

This study makes the following contributions to the literature. First, it contributes to our understanding of how ERM can be perceived as a dynamic capability (Andersen et al., 2022 ; Bogodistov & Wohlgemuth, 2017 ; Nair et al., 2014 ) by showing how various elements of ERM, such as risk governance frameworks, risk culture, risk artefacts, and risk awareness, influence resilience capacity-derived resources and action-derived capabilities. Second, this study contributes to our understanding of the relationship between ERM and strategy (Sax & Andersen, 2019 ), by showing that the evolution of risk management practices from traditional risk management to ERM is an ongoing developmental process to ensure that risk management continues to be aligned with the organisation’s strategy. Third, by drawing on the resilience literature that follows a developmental perspective (Richtnér & Södergren, 2008 ; Sutcliffe & Vogus, 2003 ) we find that in tandem with strategic changes, resilience in terms of resources and capabilities, emerged overtime and developed through a series of events, gradually enhancing the company’s ability to manage risk and uncertainties associated with sustainability challenges that are complex and multidimensional (Wassénius & Crona, 2022 ). Additionally, following the resilience literature (i.e., Van der Vegt et al., 2015 ), our findings also show that capacity-derived resources and action-derived capabilities have dynamic relationships between and across their domains.

The remainder of the paper is structured as follows. Section  2 reviews the literature on enterprise risk management, resilience and also presents the theoretical coordinates that guides this research. Section  3 , provides an overview of the research methods. The empirical findings are presented in Sect.  4 , followed by a discussion in Sect.  5 . Finally, the conclusions and contributions are presented in Sect.  6 .

2 Literature review and theoretical coordinates

This section begins with a review of the literature on risk management, with a specific focus on understanding how enterprise risk management is increasingly being recognised as an enabler of organisational resilience. In doing so, we first outline the main attributes of ERM and differences between ERM and traditional risk management. Thereafter, we examine the relationship between ERM, strategy, and sustainability prior to analysing how resources and capabilities are presented in the ERM literature. Finally, we take a closer look at the resilience concept, its origins, and interpretations, and end the section with a presentation of the theoretical coordinates that are used in the analysis of the empirical case.

2.1 Enterprise risk management

ERM has emerged as a leading paradigm for good corporate governance and risk management globally (Anton & Nucu, 2020 ). It is supported by regulators and rating agencies and requires the alignment of traditional risk management (TRM) with risk governance and strategy. The concept of ERM lacks a universally accepted definition, and evidence from empirical studies shows that it does not manifest in a standardised format when implemented in practice (Mikes & Kaplan, 2015 ). However, based on an extensive review of the literature, Bromiley et al. ( 2015 ) point out that there is an emerging consensus that ERM has three core attributes. 1. “ERM assumes that managing the risk of a portfolio (the corporation) is more efficient than managing the risks of each of the individual subsidiaries (parts of the corporation or activities).” 2. “ERM incorporates not only traditional risks like product liability and accidents, but also strategic risks…” 3. “ERM assumes firms should not look at risk as a problem to mitigate. Firms with a capability for managing a particular risk should seek competitive advantage from it.” (Bromiley et al., 2015 , p. 268).

In contrast to ERM, TRM is conceptualised as a process which according to Lundqvist ( 2015 , p. 442) “entails individually or in a silo identifying risk, measuring risk, monitoring, and perhaps reporting on risk but with little formality, structure, or centralization; simple examples being an isolated group of individuals in the finance department hedging currency risk or a factory floor manager tracking incidents of injury on the job”. Hence, ERM signifies a more comprehensive approach to risk management in comparison to TRM and it is widely accepted in the literature that ERM adoption enables organisations to employ a wider variety of risk management strategies. These may include the use of insurance and derivatives for risk transfer and financial risk management; the inclusion of scenario analysis to forecast emerging risks; and the appointment of chief risk officers (CRO) to promote risk culture and enhanced risk awareness (Braumann, 2018 ; Mikes, 2009 ). In other words, ERM may enable organisations to identify the need to reconfigure resources and capabilities which are necessary when attempting to respond to increasingly complex, ambiguous, and rapidly evolving environments (Nair et al., 2014 ).

ERM has taken on a new emphasis in light of recent failures to manage strategic risks, including regulatory and compliance risks, competitor risks, economic risks, political risks, technology risks, and partnership and/or collaboration risks (Dhlamini, 2022 , pp. 2–3). Organisations, especially those that undergo a strategic transformation, are exposed to novel and strategically significant risks that are difficult to anticipate and quantify. While the literature suggests that an increasing number of organisations engage in some form of risk envisionment which according to Mikes ( 2011 , p. 235) is “an alternative style of risk control which does not privilege risk measurement over judgement and soft instrumentation”, Kaplan et al. ( 2020 , p. 42) remind us that even if that is the case, organisations may still not be willing to “invest in the capabilities and resources to cope with them [novel risks] because they seem so unlikely.” In such instances, the value-creating potential of ERM (see Baxter et al., 2013 ; Jabbour & Abdel-Kader, 2016 ) may be inhibited. One possible explanation for this is that the link between ERM and strategic planning has not been formalised in a manner that leads to the establishment of practices to identify, mitigate, and manage strategic risks and opportunities and, in turn, increase organisational risk awareness (Sax & Andersen, 2019 ).

The relationship between ERM and sustainability has become a central topic for practitioners in light of the transition to a low-carbon economy and the strategic challenges this transition poses (WBCSD, 2016 ). ERM has also been discussed in the literature in terms of its potential contribution to sustainable decision-making (Liu, 2019 ) and its integration with sustainability reporting to enhance business performance (Shad et al., 2019 ). In essence, sustainability, according to Antoncic ( 2019 , p. 208), “is the latest evolutionary development on the very same continuum of risk management we have watched unfold for decades.” Sustainability-related risks exhibit many of the characteristics of novel risks in terms of being difficult to imagine and quantify. They can arise from distance events, e.g., at a supplier, through the development and introduction of new and more complex products which are derived from new ideas, features, systems and technologies, or from a rare event e.g., plant damage emerging from an earthquake (Antoncic, 2019 ). Therefore, it is reasonable to assume that integrating sustainability risks into the ERM process will require the type of investments in resources and capabilities outlined by Kaplan et al. ( 2020 ).

Drawing on the existing literature, we argue that in order for an organisation to effectively use ERM to develop and maintain resilience, it needs to recognise the strategic value-creating capabilities of ERM. These capabilities should extend beyond compliance with external requirements, such as regulations for the purpose of establishing legitimacy (Power, 2009 ). Nevertheless, it is important to recognise that compliance-type processes, e.g., risk control, disaster recovery plans, and business continuity planning, can have a significant and positive impact on resilience if applied quickly in times of crises (Bhamra et al., 2011 ). Furthermore, it is important that sustainability risks are integrated into the organisation’s ERM framework to enable their assessment and management from a more strategic perspective (Antoncic, 2019 ; Wassénius & Crona, 2022 ). Through this approach, the literature suggests that ERM can be perceived as a dynamic capability when resources and capabilities are configured in such a way as to enable organisations to identify and act upon opportunities that emerge in situations of rapid environmental change and turbulent and uncertain business contexts (Andersen et al., 2022 ). In detailing how, resources and capabilities are configured Andersen et al. ( 2022 , p. 4) state that “the resources are combined in unique ways and deployed by the firm through different capabilities to generate specific types of valuable output, e.g., products, services, and organisational processes.” In addition, they suggest that the effectiveness of dynamic capabilities is contingent on, the organisational structure, e.g., the establishment of standardised routines and processes; on non-routine strategizing and entrepreneurial activities, e.g., in groups or networks; and managerial cognition, e.g., idea generation, learning, and sensing. The resources and capabilities described above closely reflect the resources proposed by Richtnér and Södergren ( 2008 ) and the capabilities put forward by Jaeger ( 2010 ) (see Table  1 ).

2.1.1 ERM as a dynamic capability: Insights from the literature

Taking the departure point that, “the overlapping attributes of ERM and dynamic capabilities strongly point to the conclusion that ERM constitutes a dynamic capability”, (Nair et al., 2014 , p. 558); that by definition dynamic capabilities are “a firm’s ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments” (Nair et al., 2014 , citing Teece et al., 1997 , p. 516); and that a dynamic capability perspective supports organisations in moving beyond the ex-ante prediction of risky events e.g., in compliance and due diligence processes, to providing managers with the tools to recover from risky events that may occur (Bogodistov & Wohlgemuth, 2017 ), we turn to empirical studies for further insights how those resources and capabilities may emerge in the context of ERM in practice.

The transition from TRM to ERM, according to Zhivitskaya and Power ( 2016 ), redirects the emphasis of organisations from developing robust formal processes that are independent from the business and adhere to policy objectives, to developing and deploying competences that serve the needs of the board and executive management. The risk governance framework, which establishes a formalised and structured approach to the management of risk with clear lines of responsibility and accountability, as well as the role and mandate of the chief risk officer (CRO) and the risk function within the overall organisational structure (Lundqvist, 2015 ) is a foundational element in enabling ERM as a dynamic capability. Risk governance can be a source of competitive advantage, and it determines to what extent ERM will be integrated into strategic planning and other control processes (Lundqvist, 2015 ; Sax & Andersen, 2019 ). Boholm et al. ( 2012 ) further emphasise the importance of risk governance in terms of integration, suggesting that risk governance shapes interconnected activities within and between organisations, the reproduction of practices, and sense making and sense giving (see also Meidell & Kaarbøe, 2017 ).

Risk culture is also an important element in enabling ERM as a dynamic capability, as risk culture has been found to influence managerial preferences for various ERM practices (Diab & Metwally, 2021 ). Mikes ( 2011 ) draws attention to two quite distinct risk cultures: risk measurement and risk envisionment. In a culture characterised by risk measurement, risk experts focus on developing and using sophisticated risk calculation and aggregation techniques that are applied to prevent or control known risks; they tend to work within their own silos, and they have little influence on strategic decision-making. In a culture characterised by risk envisionment, risk experts develop, use, and share a wider array of anticipatory techniques (e.g., scenario planning, materiality analysis) in interactions with others, e.g., business managers, in dynamic and reflexive social spaces, e.g., committees and workshops, where individual difficulties in terms of understanding risk and uncertainty can be overcome (Tekathen & Dechow, 2013 ), where risk awareness can be increased (Braumann, 2018 ), and influence on decision-making can take place (Hall et al., 2015 ).

The contrast between the two approaches—measurement and envisionment—also highlights the challenges that senior risk officers face in balancing the tensions between compliance and business partnering, where in the latter approach, risk managers are expected to proactively assess and communicate uncertainty as opposed to acting as reactive control agents (Mikes & Zhivitskaya, 2017 ). These approaches necessitate distinct sets of competencies. Mikes et al. ( 2013 ) find that individuals who exhibit and are able to combine trailblazing (“finding new opportunities to use expertise”), toolmaking (“developing and deploying tools that embody and spread expertise”), teamwork (“using personal interaction to take in others’ expertise and convince people of the relevance of your own”), and translation (“personally helping decision makers understand complex context”) competencies are best equipped to gain organisational-wide influence. As Braumann et al. ( 2024 ) point out, the role that risk experts take is closely related to the integration of ERM with other controls that make up the organisational control package and the extent to which ERM influences other controls such as strategic planning.

The design and use of risk artefacts, i.e., tools, is another significant aspect in enabling ERM as a dynamic capability. The ERM process is a tool-rich environment, and the literature shows that, depending on how risk artefacts are designed and used, their contribution to ERM in terms of dynamic capabilities varies considerably. As an illustration, the implementation of ERM artefacts may lead to knowledge conflicts between groups and reduced discretionary decision-making (Wahlström, 2009 ) or support the emergence of risk communication (Klein & Reilley, 2021 ), operationalise risk aggregation techniques (Arena et al., 2017 ), and facilitate the inclusion of risk information into strategic decision-making forums (Giovannoni et al., 2016 ). Additionally, ERM artefacts may facilitate knowledge circulation (Tekathen & Dechow, 2013 ) and either reduce or increase decision uncertainty (Mikes, 2011 ). Thus, it is important to consider the manner in which ERM, functioning as a dynamic capability and source of strategic value creation, utilises various technological solutions or what Crawford and Jabbour ( 2024 ) refer to as ERM artefacts, to support ongoing activities, promote risk awareness, increase responsiveness to threats and opportunities, and enhance information sharing across the organisation (Arnold et al., 2011 ).

Finally, given that the cognitive capabilities of managers within organisations have been credited in the literature with effective dynamic capabilities (Andersen et al., 2022 ; citing Helfat & Peteraf, 2015 ), it is therefore critical to acknowledge the significance of human cognition. Upon revisiting the definition of dynamic capabilities presented at the beginning of this section—“a firm’s ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments”—and drawing insights from relevant literature, it is evident that in order for organisations to embrace new ERM ideas that would result in ERM becoming a dynamic capability, human cognition may need to be adapted to realise the integration, building, and reconfiguration of competencies (Nair et al., 2014 ). While the complexity of cognitive processes is often overlooked in the risk management literature (Rooney & Cuganesan, 2015 ), a few studies offer valuable insights into the diverse mechanisms through which cognitive adaptation can occur.

Cognitive resources should be reallocated from box-ticking to the actual management of risks, according to Power ( 2009 ). Consistency in perceptions is important for the success of the risk control process according to Woods ( 2009 ), and Caldarelli et al. ( 2016 ) contend that communication is necessary for the emergence of shared perceptions, otherwise there is a risk that individual autonomous conflicting opinions persist. Achieving consistency in perceptions may be difficult however given the multiplicity of perceptions that exist in relation to risk and how it should be managed (Klein & Reilley, 2021 ). According to Mikes ( 2009 ), interactive controls should be used to increase actor’s awareness of emergent risks in order to share discretionary decision-making and emergent strategies. Corvellec ( 2010 , p. 146) asserts that risk conceptualisation, according to the cognitive view, is “contingent on, comes from, and develops within practice”. Arnold et al. ( 2011 ) and Braumann ( 2018 ) highlight the significance of technological solutions, i.e., risk artefacts, in facilitating risk awareness. However, Christiansen and Thrane ( 2014 ) caution that although individuals may be more risk aware, this does not automatically lead to action. As stated by the authors, to generate action further translation is needed, i.e., assessing operational consequences or suggesting possible responses (Christiansen & Thrane, 2014 , p. 436). The literature shows that CROs who engage in business partnering are more likely to engage with business managers in the translation activities, thus sharing the cognitive burden that ERM presents for actors, in terms of sense making and sense giving (Meidell & Kaarbøe, 2017 ).

2.2 Resilience

The term resilience is becoming increasingly prevalent in research, public policy, and the media, and it is widely regarded as a desirable trait for organisations to possess in order to deal with a variety of adversities (Linnenluecke, 2017 ). A comprehensive literature review of business and management research reveals how fragmented the concept’s conceptualisation and operationalisation has become, as it is associated with significantly different approaches to dealing with adversity, that range from rigidity on one end of the spectrum to agility on the other (Linnenluecke, 2017 ). Nevertheless, the increasing prevalence of the resilience concept across a variety of scientific disciplines and practitioner communities suggests that it is an essential concept, as it is strongly related to environmental and societal change phenomena such as unexpected and disruptive events (Hillmann & Guenther, 2021 ). Additionally, since resilience has been linked to environments characterised by uncertainty, complexity, and turbulence (Hillmann & Guenther, 2021 ), it is a relevant concept from a risk management perspective.

Resilience can trace its roots back to the 1970s in ecology. Early scientific definitions refer to resilience as “a measure of the persistence of systems and their ability to absorb change and disturbance and still maintain the same relationship between populations or state variables” (Holling, 1973 , p. 14). According to this definition, resilience refers to its original connotation of persistence. With the passage of time, the concept of resilience has developed further within different disciplines (Linnenluecke, 2017 ). In social ecology study, for instance, the resilience concept expanded and embraced the capacity of a system to adapt and transform in the face of change (Walker et al., 2006 ). In the same vein, management scholars define resilience as “…the ability of systems to absorb and recover from shocks, while transforming their structures and means for functioning in the face of long-term stresses, change, and uncertainty” (Van der Vegt et al., 2015 , p. 972). Finally, from an organisational resilience perspective, “resilience is more than mere survival; it involves identifying potential risks and taking proactive steps to ensure that an organisation thrives in the face of adversity” (Baird et al., 2023 , p. 171, citing Somers, 2009 , p. 13) Footnote 3 . Thus, it can be argued that resilience is not only limited to a system’s ability to bounce back from disturbances and stay in the same state. It can also refer to a system’s capability to undergo transformational change and bounce forward, to a new state. According to Andersson et al. ( 2019 , p. 37), this implies that in achieving resilience, organisations maintain a balance between ‘opposing forces’, i.e., between short-term efficiency and long-term development.

Although resilience is typically conceptualised in terms of post-disturbance outcome states related to performance (Munoz et al., 2022 ), this study views resilience as an ongoing and dynamic process through which organisations continually adapt in order to meet the current challenges that complex environments present, thereby increasing their capacity to meet future challenges also. This developmental perspective recognises that resilience does not emerge solely from managing one-time exceptional events, instead, it emerges from the ongoing management of risks and the ability to activate, combine, and recombine resources in response to new challenges that arise over time (Sutcliffe & Vogus, 2003 ). Therefore, we follow the argument that resilience—in terms of resources and capabilities—“can be formed over time, strengthened and developed through a series of experiences, mutual learning and the gradual build-up of competence to handle challenge, stress and strain” (Richtnér & Södergren, 2008 , p. 262, citing Sutcliffe & Vogus, 2003 ).

As Van der Vegt et al. ( 2015 , p. 973) point out, “to understand a system’s [organisation’s] resilience, it is important to identify the capabilities and capacities [resources] of important parts of the system, and to examine how they interact with one another and their environment”. Thus, in line with taking a developmental perspective, this study focuses on resilience as capacity-derived resources (Richtnér & Södergren, 2008 ) and action-derived capabilities (Jaeger, 2010 ). As a starting point, we draw on Richtnér and Södergren’s ( 2008 ) definitions of resilience resources which are based on the work of Sutcliffe and Vogus ( 2003 ). We subsequently enrich these definitions, where possible, by drawing on work which examines resilience in relation to creativity (Richtnér & Löfsten, 2014 ), transformation (Lengnick-Hall & Beck, 2005 ; Lengnick-Hall et al., 2011 ), and balancing organisational structures (Andersson et al., 2019 ).

Structural resources are defined as “clear organisational structures which facilitate activity, solid visions and plans, adequate financial resources, a legitimate position, a clear mandate, enough formal power, or a platform to act from” (Richtnér & Södergren, 2008 , p. 269). By providing a formal setting, structural resources play an important role in the integration and development of relational and cognitive resources at the individual, group, and organisational levels (Lengnick-Hall & Beck, 2005 ). At the individual level, structures can facilitate the exercise of discretion and judgment. At the group level, they can facilitate learning, skill development, and reinforce a learning orientation. At the organisational level, structures that promote flexibility can support the transfer of expertise and other resources via ad-hoc problem-solving networks and through the development of social capital (Sutcliffe & Vogus, 2003 ).

Relational resources are defined as “networks that can be mobilised, people who in practice will welcome being contacted, and who can, for instance, open the right doors, or contribute with material or immaterial support. This type of resources can include colleagues in other organisations, good relations with external partners, and significant others such as subcontractors, consultants, customers, and politicians” (Richtnér & Södergren, 2008 , p. 269). If these networks interact in mutually reinforcing ways, they facilitate the acquisition of new skills, the mastery of new situations, and competence enhancement (Gittell, 2000 ; Gittell et al., 2006 ). They also enable the accumulation of existing knowledge which in turn enables the development of new knowledge. The expansion of a group’s collective knowledge in conjunction with a diverse group composition, can according to Sutcliffe and Vogus ( 2003 , p. 102), foster resilience “by influencing the group’s capabilities to sense, register, and regulate complexity”.

Cognitive resources are defined as having “adequate skills, knowledge, and competence, either in the team, or easy access to the skills of others, for instance expert knowledge, mentors with earlier experience or smart people to discuss crucial issues with” (Richtnér & Södergren, 2008 , p. 269). As indicated above, cognitive resources, such as risk expertise, are crucial to the development of organisational resilience, and supportive structural and relational resources play a significant role in the emergence and development of cognitive resources over time. Lengnick-Hall and Beck ( 2005 , p. 750) emphasise the importance of cognition in their conceptualisation of ‘cognitive resilience’, and its role in noticing, interpreting, analysing, and formulating responses to complex challenges and unprecedented events that go beyond simply surviving an ordeal, i.e., bouncing back. This suggests that the cognitive resources needed to enable organisations to transform, i.e., bounce forward, are different because in bouncing forward there is an emphasis on ingenuity rather than standardisation and the need for control (Lengnick-Hall & Beck, 2005 ). Thus, cognitive resilience is regarded as “an intricate blend of expertise, opportunism, creativity and decisiveness despite uncertainty” (Lengnick-Hall et al., 2011 , p. 246).

While we take the position that resilience is a developmental process, drawing on Jaeger’s ( 2010 ) work enables us to link the developmental and processual aspects of resilience, with resilience capabilities, which is important when examining the relationship between resilience and strategy, and it also avoids conceptual fragmentation (Andersson et al., 2019 ). The three forms or orders of resilience are defined as follows.

First-order resilience “is based on patterns of conventions and norms that keep solving coordination problem in the face of perturbations” (Jaeger, 2010 , p. 14). In other words, first-order resilience is rooted in the probability-utility framework and refers to a system’s ability to avoid undesirable but known events and can therefore maintain coordination in the face of disturbances (Jaeger, 2010 ). This form of resilience is primarily associated with robust patterns, norms and conventions, where systems [organisations] have learned to manage preventable and controllable risks in stable conditions, and is effective under predictable circumstances (Jaeger, 2010 ). Second-order resilience Footnote 4 is “the capability to handle the breakdown until the system can switch back into its normal way of operation” (Jaeger, 2010 , p. 15). This refers to a system’s [organisation’s] capacity to bounce back after a breakdown (i.e., where risks and uncertainties exceed the coping capacity of first-order resilience) to the “previous state of normality” and thus depends on the firm’s capability to improvise (Jaeger, 2010 , p. 15). Third-order resilience is related to “the capability of a system [organisation] to find a creative answer to the disruption it has experienced” (Jaeger, 2010 , p. 15). In doing so, the system finds ways to learn from the disruption and reduce the vulnerabilities it encountered. Achieving third-order resilience is contingent on organisations treating disruptive events as opportunities rather than threats (Vogus & Sutcliffe, 2007 ) and requires the mobilisation of relational and cognitive resources in particular, where networks within and outside the organisation are mobilised, and actors’ skills, knowledge, and competencies are leveraged to create innovative solutions (Richtnér & Löfsten, 2014 ). This form of resilience is closely related to what Mikes and Kaplan ( 2015 , p. 40) refer to as risk “envisionment”, which relies heavily on “experience, intuition, and imagination”.

A summary of our theoretical coordinates is provided in Table  1 , followed by a discussion on their applicability in analysing our empirical case in Sect.  2.3 .

2.3 Applying the theoretical coordinates to ERM

Following resilience thinking, several researchers have attempted to establish a link between resilience and risk management (e.g., Aven, 2019 ; Van der Vegt et al., 2015 ), thus promoting the widespread notion of risk-resilient organisations (Aven, 2019 ; Bogodistov & Wohlgemuth, 2017 ). This notion, which is also the focus of the dynamic capability perspective, suggests that organisations should be able to rapidly reconfigure their resources in response to changes in environmental uncertainty (Winter, 2003 ). The latter argument is consistent with what we discussed earlier (i.e., in Sect.  2.1.1 ) on how resources and capabilities emerge in the context of ERM practices in terms of developing risk governance frameworks (i.e., structural resources), risk culture, the design and use risk artefacts (i.e., relational resources), and risk cognitive capabilities (i.e., cognitive resources). In a similar vein, Van der Vegt et al. ( 2015 ) argue that in conditions of uncertainty, organisational structures should be more organic, new forms of corporation developed, decision-making should be decentralised, and greater interconnectedness amongst employees fostered, all with the aim of creating adaptive problem-solving capabilities (i.e., first-, second-, and third-resilience capabilities). Moreover, Van der Vegt et al. ( 2015 ) emphasise the importance of individual’s behaviour, abilities, skills, and cognitions. In doing so, they underscore once again the significance of relational and cognitive resources in addressing uncertainties commonly associated with high-risk strategic transformations. Thus, risk-resilient organisations can thrive Footnote 5 and flourish despite volatility and uncertainties (Munoz et al., 2022 ; Taleb, 2012 ). It is against this background that we believe unpacking resilience ‘capacity-derived resources’ and ‘action-derived capabilities’ (Table  1 ) is useful in further bridging the gap between ERM and resilience for the following reasons:

First, the identified capacity-derived resources (i.e., structural, relational, and cognitive resources) emphasise the importance of establishing formal structures and control activities, encouraging collaborative effort, and enhancing cognitive processes, so that risks and uncertainties can be better governed and managed. These factors have been receiving increasing attention in the risk management literature. While the literature focusing on risk governance emphasises the importance of structural resources as a means of controlling (undesired-) behaviour (Lundqvist, 2015 ), other literature within the domain of risk management increasingly emphasises relational and cognitive resources in terms of enhancing behaviour to create more reflexive and intelligent risk management practices in daily organisational life (Crawford & Jabbour, 2024 ; Tekathen & Dechow, 2020 ). These resources manifest, for instance, when actors use social capital (i.e., networks of relationships) to influence decision-making (Hall et al., 2015 ), or when value systems are modified intentionally to instil new risk ideas in the minds of employees (Metwally & Diab, 2021 ).

Second, the three distinct orders of resilience action-derived capabilities emerged as an attempt to advance the development of risk management theory and practice (Jaeger, 2010 ), which makes them highly relevant for advancing our theoretical and practical understanding of how ERM contributes to resilience in the context of a high-risk strategic transformation. An underlying facet of action-derived capabilities is that they indirectly acknowledge the role and importance of risk governance, risk culture, risk artefacts, and cognition in achieving first-, second-, and third-order resilience. To illustrate our point, risk governance is central to ensuring that an organisation has a formalised and structured approach in place to manage preventable/controllable risks (Lundqvist, 2015 ) (first-order resilience), as well as having the capability to bounce back after a breakdown by having disaster recovery plans and business continuity plans in place (second-order resilience) (Bhamra et al., 2011 ). In addition, given that risk governance also influences interconnected activities and the extent to which organisational actors engage with each other in sense making and sense giving (Boholm et al., 2012 ) it is reasonable to assume that risk governance has a role in supporting the emergence of creativity and learning (third-order resilience).

Similar connections between resilience and ERM can be made for risk culture, risk artefacts, and cognition. For example, given that risk culture influences managerial preferences for various ERM practices (Diab & Metwally, 2021 ), risk culture can limit action-derived capabilities to first-order resilience or extend them to include all three orders of resilience. Risk artefacts may be predominately designed and used in the assessment and mitigation of preventable/controllable risks, but they can also be designed and used to augment improvisation in social spaces shared by risk experts and business managers, or to enhance organisational learning by improving risk communication across distributed organisational actors (Klein & Reilley, 2021 ). Human cognition can be limited to focusing on risk prevention and control from a compliance perspective (Power, 2009 ), or extended to include creative problem solving to enter a new state by engaging in strategic decision-making (Corvellec, 2010 ).

Third, the literature suggests (e.g., Van der Vegt et al., 2015 ), and we argue, that it is not only likely that the three types of resources, and the three orders of resilience have a dynamic relationship within their own domain (e.g., structural resources are related to relational resources, or first-order resilience is related to second order resilience). It also appears plausible that capacity-derived resources and action-derived capabilities may have a dynamic relationship across domains, especially as risk governance matures sufficiently to achieve ‘integrated’ enterprise risk management, which connects internal systems, processes, techniques, and people (Lundqvist, 2015 , p. 442). Given that organisations who engage in strategic transformations must strike a balance between current governance issues and future-orientated transformation strategies (Carmeli & Markman, 2011 ), it is likely that organisations via their ERM processes need to mobilise several of the resources simultaneously, in order to achieve action-derived capabilities (Table  1 ) and thus develop resilience as they enter, change, and emerge from the strategic transformation.

3 Research method

The research purpose outlined in the introduction is addressed by using a qualitative methodology and a single case study approach. Due to the relationship-based nature of our research question, a case study was selected to facilitate the detailed investigation that is typically required to answer why and how questions (Gerring, 2004 ; Rowley, 2002 ), and to understand complex dynamics in a specific context (Yin, 2009 ).

3.1 Case selection

In line with our research purpose (Rowley, 2002 ; Siggelkow, 2007 ), we selected NordMine. It is one of Sweden’s oldest industrial companies, which is state owned, and produces approximately 85 percent of all the iron ore in Europe. As Europe’s largest iron ore producer and fourth largest source of CO2 emissions in Sweden, it reformulated its strategies toward full decarbonisation in 2020 which coincided with the EU’s adoption of legislative proposals to achieve climate neutrality by 2050 and an intermediate target of a minimum 55% net reduction in greenhouse gas emissions by 2030 (European Commission, 2023 ). As a result, NordMine’s risk and uncertainty landscape is changing dramatically, as are its risk management practices to ensure the achievement of its strategic ambitions. Due to the nature of NordMine’s core business, financial risks and business interruption risks have historically been the company’s primary risk management priorities however, due to the strategic transformation towards sustainability, the company has been faced with new strategic risks and uncertainties that require it to change its capacity-derived resources and action-derived capabilities and maintain alignment between risk management and strategy (Sax & Andersen, 2019 ). Therefore, the case company provides a valuable empirical context to increase our knowledge of how risk management practices can evolve over time and thus enable resilience in an organisation.

3.2 Data collection

We gathered empirical data from a variety of sources: (1) semi-structured interviews, (2) non-participant observation, and (3) secondary data from the company’s official documents Footnote 6 . From June 2022 to September 2023, the corresponding author conducted 25 semi-structured interviews (see Appendix 1 ). Interviewees were selected using snowball sampling based on recommendations from previously interviewed participants. Before the interviews began, we outlined a set of issues that needed to be explored with each respondent. Footnote 7 All interviews were recorded and transcribed verbatim.

Additionally, as a non-participant observer, the corresponding author was present at one of the company’s risk meetings alongside local risk managers and a group of international risk standard-setters. This observation allowed for a more in-depth contextual understanding of the company’s integrated risk management approach, the key objects in risk identification and assessment processes, the essential tools for assessing different risks, and the policies and requirements for risk management.

Lastly, secondary data was gathered from public and confidential company documents. This data comprised of the company’s sustainability and annual reports from 2012 to 2022, the internal risk policy, the company’s risk management handbook for business interruptions, strategic planning documents, annual risk grading reports, strategic meetings’ PowerPoint slides, and archival data included in the company’s websites and business publications.

To understand how enterprise-wide risk management has evolved and influenced the development and maintenance of structural, relational, and cognitive resources of the company as well as its strategic transformation process, we collected and thereafter analysed data from different organisational levels including executive Footnote 8 , group management Footnote 9 , business areas Footnote 10 , and operational levels Footnote 11 . This enabled us to understand ERM practices from multiple perspectives and get closer to the resources that facilitated the emergence of resilience capabilities (Dooley, 2002 ; Klein et al., 1994 ). Thus, we could better understand the interactions and dynamics between and across the resilience capacity-derived resources and action-derived capabilities (Table  1 ).

3.3 Data analysis

Since we utilised an abductive approach, data collection and data analysis were iterative processes and we went back and forth between data, emerging results, and the theoretical framework (Christensen et al., 2002 ; Gehman et al., 2018 ; Van de Ven, 2007 ; Van Maanen et al., 2007 ). For data analysis, we followed the temporal bracketing approach (Langley, 1999 ) and employed thematic analysis (Braun & Clarke, 2006 ; Gioia et al., 2013 ). The combination of these methods was essential for answering the research question due to the following considerations.

Firstly, the temporal bracketing approach helped us to structure our data in a way that illustrated the historical evolution of ERM practices from 2012 to 2023, based on critical events and interactions (see Fig.  1 ) in the context of transformative change happening at NordMine. According to this, we began to dissect and reorganise the original interview transcripts, field notes, and secondary data around the events that were significant to our understanding of the change processes in the company. Thus, temporal bracketing facilitated the transformation of our empirical findings into a series of independent but connected blocks (Langley, 1999 ), namely Phase 1 (2012–2016): managing controllable risks in a stable environment, Phase 2 (2017–2021): strategic transformation and the emergence of ERM, and Phase 3 (2021–2023): ERM at work: balancing rigidity and flexibility in the headwinds of strategic transformation. We identified each phase based on the key events that occurred in those time periods as they related to the company’s risk management and changes in strategy. This, in turn, enabled us to analyse the events of each phase within the different theoretical coordinates. Although each of the phases separately describe the risk management processes and practices during a specific period, there is continuity between different phases (Langley, 1999 ). For instance, as illustrated in Table  2 , resilience capacity-derived resources and action-derived capabilities have been developed during different phases, strengthened through a series of events, and thus gradually built up NordMine’s ability to manage risk and uncertainties (Richtnér & Södergren, 2008 ).

Three phases of risk management at NordMine

Secondly, using thematic analysis enabled us to find the pattern of interpretation within three phases of our empirical findings with reference to the theoretical coordinates presented in Table  1 . According to this, our data extracts were grouped and coded according to first-order analysis (Gioia et al., 2013 ) themes, namely resilience structural, relational, and cognitive resources as well as resilience capabilities including first-, second-, and third-order resilience. As the data analysis progressed, during the second-order analysis (Gioia et al., 2013 ), we found interrelationships between and across the themes related to capacity-derived resources and action-derived capabilities. Thereafter, our empirical storyline was developed based on those themes and connected to our theoretical framework.

4 Empirical results

This section presents the empirical results from our study. In Sect.  4.1 , we begin with a brief overview of the case study setting, three phases of risk management in NordMine, and then elaborate upon ERM development in Sects.  4.2.1 through to 4.2.3 .

4.1 NordMine

NordMine as one of the world’s leading suppliers of upgraded iron ore products, carries out its operations in two main business areas, namely Iron Ore and Special Products. While the former encompasses the company’s mines and the related processing plants, the latter develops and markets industrial minerals, drilling technology, and full-service solutions for the mining and construction industries. In 2020, external factors, such as regulation and changing stakeholder demands for sustainability, and a vision for the future of mining, became important drivers for NordMine to incorporate sustainability into its strategies. From a market perspective, the sustainability transformation would provide the company with a long-term competitive advantage and value creating opportunities, particularly in business areas that deal with a large number of customers. Furthermore, reformulating strategy according to sustainability objectives would enable NordMine to move toward resource efficiency and also broaden its business. However, this also presented the company with various types of risks. Thus, as a consequence of undergoing a transformative change, NordMine moved from traditional risk management towards risk governance as a stepping stone for developing ERM practices (see Fig.  1 ). In Phase 1—2012 to 2016—the company’s primary risk management priorities have been financial and business interruption risks with the aim of securing access to iron ore resources, stabilising availability in high-volume production, and ensuring profitability despite market fluctuations.

Later, in Phase 2, i.e., 2017–2021, group risk attempted to improve the risk management system and thus improve and expand how it identified and acted on risks and opportunities influencing the company’s competitiveness and its value creating capabilities. In doing so, group risk tried to design and implement ERM mainly by trial and error. Eventually, alongside the formulation of the new strategy, a new risk management policy was approved by the board and this important step helped group risk to bridge the gap between the company’s risk management and strategic planning process in phase 3. Finally, from late 2021 to 2023, the company was about to move into a key phase (i.e., Phase 3), as they entered into the thrust of the strategic transformation process, in which tensions between short-term efficiency characterised by stability, and long-term survival characterised by innovation, emerged. As a consequence, during this period, ERM has been tested in terms of contributing to NordMine resilience resources and capabilities as the strategic transformation began in earnest.

4.2 From risk management to ERM

This section provides empirical evidence of how risk management practices at NordMine developed from traditional risk management to enterprise risk management over the 12-year period, providing insights into how ERM contributed to developing and maintaining the resilience necessary for NordMine’s strategic transformation towards sustainability.

4.2.1 Phase 1—Managing controllable risks in a stable environment

The finance department managed the majority of the company’s financial risks by adhering to policy documents, e.g., the finance policy to guide the identification, analysis, and mitigation of price, currency, interest rate, credit, and financing risks so that robust financial performance and profitability could be maintained. As price volatility in the global iron ore market impacted the company’s earnings and cash flows, cash flow analysis was performed on an ongoing basis as well as a sensitivity analysis to consider external changes and thus manage risks accordingly. Additionally, in periods when the company was expected to have high outflows, longer hedging of the iron ore price was considered.

For managing currency risk (i.e., the USD/SEK exchange rate), which was also known as transaction and translation exposure, the company followed the group’s finance policy and hedged the risk in accounts receivable. To handle the interest rate risk which referred to how the return on an interest-bearing asset would be affected by a change in interest rates, the company decided to allocate its total assets to three portfolios and thus the finance policy governed the maximum average duration in each asset portfolio. Moreover, some frameworks were set in relation to each portfolio’s purpose as well as in relation to a range of risk measures and restrictions. Regarding financing risk, which might result in the company’s inability to meet its obligations due to a lack of liquidity or the inability to raise external loans for operating activities, the finance group defined investment and financing needs in accordance with the company’s strategy and developed a long-term plan for financing the investments by evaluating the costs and benefits. Therefore, prudent management of these financial risks, based on the risk policy, was essential to ensuring that the company had adequate financial resources to fund its activities as well as improving the company’s stability to continue its business as usual, and in case a disturbance occurred, the company could control and minimise the losses. In a similar vein, handling business interruption risks which were also related to preventing and minimising financial losses (e.g., reduced sales due to lack of production, increased costs of insurance and repairs to facilities) when a disruption happened, was the core focus of NordMine’s risk management between 2012 and 2016.

In 2012, the company’s insurance captive within group finance created the risk management handbook Footnote 12 to legally demonstrate that its operations had been designed to proactively avoid incidences and, as a result, qualify to purchase business interruption insurance. The handbook facilitated the implementation and adherence to certain standards (e.g., Swedish rules for fire protection and technical safety equipment for work machines/vehicles in the mining industry), and more importantly, it was a means of communicating with insurers that NordMine could effectively manage its business interruption risks, and in doing so, kept premiums down.

The insurance captive role was formally positioned within the finance department and reported to the chief financial officer (CFO). They ensured that NordMine had the most efficient insurance coverage in place, and conducted a yearly risk workshop in order to visit different business areas and unit (e.g., mine, above-ground processing, logistics, and harbour) managers in order to identify and assess what incidents would stop their production process. Accordingly, the insurance captive together with business managers developed risk metrics to measure the probabilities and impacts. This process was done in a very consistent manner, and the value for the risk assessment was mainly based on the “production volume”. The insurance captive together with the CFO consolidated the risk reports for the company’s main business areas, and thereafter the management of each business area received the risk metrics for the entire area which enabled them to understand what the main business interruption risks in their areas were, what would happen if the interruption risks were to materialise, and finally, they could see which combination of high probability and high risk was assigned to the risk metrics. These activities were complemented by site visits where the insurance captive—under the supervision of CFO—and together with internal and external operational risk specialists and engineers as well as some contacts from the insurance company, visited their different plants and production sites. Thus, the mobilisation of the network of actors, together with the site visits, in turn, helped the insurance captive to understand first-hand the risks in those plants or production sites which were later represented in the risk metrics. However, it should be noted that, in this risk management process, the insurance captive and the CFO—as they were within the finance group—were primarily responsible for identifying, assessing, and mitigating risks.

Since there was a strong link between business interruption risks and the company’s insurance policy, as a part of this process, the insurance captive of the company used the “risk grading” model (see Fig.  2 ), where different colours represented and visualised the level of risk in a particular area Footnote 13 , and if there were deviations from the legal and insurance requirements, recommendations for further work were given to the plant managers.

NordMine’s risk grading model (In the risk grading model, blue indicates that the operation area fully complies with the requirements for planned or new facilities in the company risk handbook; green illustrates the operation area fully complies with the requirements for existing facilities in the company risk handbook; yellow and red indicate a deviation from the requirements for which a recommendation for immediate actions is given; and finally, grey indicates that the risk is not applicable.)

NordMine conducted this risk process annually for many years, and it was considered successful due to its familiarity with all organisational actors, it was integral to managers’ understanding of the risks that the company was exposed to leading to the reduction or elimination of business interruption risks as awareness in relation to this risk type increased. Thus, those involved in the process contributed to it not because they were required to, but because they found it useful for the stability and continuity of their work. Furthermore, since this risk management template made it easier for managers to capture, visualise, and in some cases quantify the risks related to business interruption, this process attracted the attention of many managers and in turn, facilitated the process of risk communication, i.e., risk talk, for all organisational actors. Moreover, this risk management template contributed to stable levels of customer satisfaction given that by managing business interruption risks, NordMine could deliver high quality products to the customers without delays. The risk management handbook facilitated the mobilisation of different organisational actors, enabling NordMine to manage preventable/controllable risks and continue its business as usual, and in the event that an incident did occur, the company was able to minimise its losses and return to normal operations . The CRO explains:

The purpose of the risk management handbook is that we have the appropriate equipment and protection in place, so that, the incident never occurs [in the first place], and if there was an incident anyway, the consequence of that incident should be minimal, as little as possible. And that is where the active protection comes in, where we have firewalls or active fire extinguishing systems, alarms, cameras, etc. So, if an incident happens, it only impacts a small part of operations, it does not impact [the whole] production. So, it is both ensuring incidents do not happen and minimising the effect if they do.

Despite the fact that this risk management template was successful for many years and had the support of the managers, in 2013, the company’s finance group, especially the insurance captive together with the CFO, began to realise that while having an insurance captive was necessary, it was no longer sufficient given the company as part of its strategy, aimed to expand its mining and processing operations rapidly, at the same time as it was operating in an increasingly turbulent environment with increasing risk reporting requirements. While the insurance captive would safeguard operations from incidents and minimise losses, it did not add value to the company despite having many advantages such as tax benefits, low premiums, complying with regulatory requirements, building trust and efficient communication with insurers, and expanding the network within the insurance market. Towards the end of 2013, the finance group decided to change the risk management template in order to re-align risk management with the changing strategy and thus create value.

As a consequence, in 2014, NordMine established the CRO role which was an important and early step in developing the company’s structural resources that, in turn, facilitated solid visions, legitimate position and clear mandate. In doing so, the insurance captive role was extended to include the management of strategic risks that might affect the company’s ability to achieve its overall financial and sustainability objectives. As the person who had the insurance captive role already had extensive skills, knowledge, and competence in governing and managing insurable risks, she/he became the natural candidate for the new CRO position. As this was essentially a hybrid position at first, the new CRO spent 70–75 percent of her/his time on insurance-related work (i.e., administrative tasks related to insurance coverage and ensuring that documents such as risk management handbook were up to date, conducting business interruption risk workshops, and performing site visits), and the rest on strategic risk management, namely identifying and reporting critical risks.

As a result, having an insurance captive was a good foundation for advancing NordMine’s risk management since, in 2015, the CRO began to map and analyse risks, and submit proposals to the finance group and the board regarding how strategically important risks could be avoided, reduced, or even accepted by various company divisions and group management. This process evolved further in 2016, as a new CRO who was also responsible for insurance process of the company, took over from the previous CRO. In 2016, as NordMine’s business and mining operations expanded, the company made changes to its organisational structure meaning that most of the decision-making processes became decentralised. As a consequence, the responsibilities for identifying risks changed and more organisational actors became involved in the company’s risk work. In this regard, the CRO was tasked with coordinating the company’s risk management process and informing group management of the company’s risk exposures during the quarterly strategic meetings. As part of that coordination process, interactions between group risk (i.e., the CRO and the CFO) and managers in the business areas began to increase and in addition to financial and business interruption risks, strategic risks were also included in the risk management process.

In sum, during phase 1, NordMine had developed its structural resources (e.g., finance policy, risk management handbook), relational resources, such as collaboration between insurance captive and business area mangers, as well as other internal and external operational risk specialists and engineers, to identify and respond to business interruption and financial risks. Furthermore, NordMine’s cognitive resources began to expand during this phase as the insurance captive and the CFO who had expert knowledge in risk, consolidated the risk reports, thereafter shared the risk results with different business areas managers and mentored them to better understand the business interruption risks, and more importantly, anticipate what would happen if business interruption risks were to materialise. As a result of developing these resources, NordMine could improve its first- and second-order capabilities during phase 1, because risk management enabled the company to have robust financial performance by stabilising the production process and ensuring profitability, as well as minimising losses and returning to normal operations (i.e., continuity of the business) if an interruption occurred. However, as the findings shows, in addition to stability and continuity, value creation through risk management became a crucial issue for NordMine during phase 1, and as a result group risk aimed to advance the risk management process by considering strategic risks and developing the structural, relational, and cognitive resources further.

4.2.2 Phase 2—Strategic transformation and the emergence of ERM

Between 2017 and 2019, group risk worked to revise the existing risk management process, an exercise which was done mainly through trial and error, for instance, by trying to use the ISO 31000 framework or other common trends in risk management and reporting to establish which practices would best fit NordMine’s needs. The intention, from group risk’s perspective, was to create a high level of risk awareness throughout the company by involving all the business areas in the risk management process. If this intention were to be accomplished, NordMine would be able to identify and act upon risks and opportunities more quickly, thus affecting the company’s competitiveness and value creation capabilities. But everything did not go smoothly at first. When the CRO received the quarterly risk reports from the business managers, they were unstructured and contained a great deal of information, not all of which was relevant. The reason for this lack of quality according to the CRO was that risk management tasks were not prioritised by the risk managers as part of their role at that stage.

In November 2020, NordMine made the most significant strategic change in its 130-year history. According to the new strategy, the company aimed to achieve zero carbon emissions from its processes and products by 2045 by shifting to innovative and competitive mining as well as iron ore and mineral processing to produce climate-efficient quality products. Once the strategic goals were set, this necessitated a significant change to existing procedures, values, and mindset on risk and uncertainty governance and management in order to transform from an old industrial company, to becoming a world leader in innovation in this area. As a consequence, NordMine faced many new challenges. The CRO explains:

In setting the new strategic goals, the board increased the challenges faced by the business, which also means introducing a higher level of risk than before. By setting these strategies our company decided to say that is prepared to take much higher risks.

The level of risk and uncertainty had increased significantly as a result of the new strategy and the aggressive timeline, i.e., how to continue mining in a safe and economic way in the short-term while surviving and thriving in a climate-challenged environment in the long-term. Not only had new sustainability-related risks emerged, but new facets of existing risks such as finance and investment risks also emerged. This prompted group risk to rethink their approach, and NordMine decided to implement a new holistic ERM template, resulting in extensive changes to existing processes, techniques and roles, in order to support strategic decision-making and increase the likelihood of achieving the strategic transformation that was at the core of their new strategy and crucial for their long-term survival.

As a first step, group risk, including the CRO and CFO, initiated and engaged the wider organisation in reviewing all of NordMine’s steering documents, including policies and guidelines, to assess their validity. More specifically, in regard to the risk policy Footnote 14 , group risk aimed to see if the company’s steering documents were dealing with the crucial risk areas that NordMine was faced with, and to assess if it was easy for managers at different levels to understand what the company expected from them concerning the risk management process. The CRO explains:

The policies and guidelines [of the company] are all important tools to ensure that we are steering the company in the right direction and that the company has internal control of major risks. By reviewing the old policies, group risk noticed a gap [between the new strategy and risk management] and this is how the new risk management policy of the company came about in February 2021.

Therefore, the risk management policy document, which was created and developed in 2020 by the CRO and CFO, was sent to the board of directors and received their approval in February 2021. Formal approval of the risk policy by the board helped to establish the “ tone from the top ”, and this further help facilitate the ERM implementation process.

The primary objective of creating the risk policy was to promote the notion that risk needed to be conceptualised as part of every decision, and risk management had to be a part of the strategic planning and follow-up process, and how, in general, NordMine controlled and steered the company. Therefore, to achieve this objective, the CRO cooperated with the CFO to develop the risk management policy. The CFO had a key role in this process since she/he could open the right door for the CRO by helping her/him to have access to top-level managers and importantly take part [as a listener] in the executives’ strategic planning meetings. As a result, by developing the new risk management policy and linking it to the strategic planning process, not only did group risk close the gap between risk management and the strategy formulation and implementation processes, but also attempted to improve the company’s resilience capabilities by defining a clear organisational structure and mandate which in turn would facilitate the mobilisation of different managers who could contribute to the risk management and strategic planning processes given their special expertise.

By 2021, ERM had officially become a part of the group’s strategic planning process and it was monitored by the group’s management system in the company. The integration of ERM and strategic planning would help managers ensure the balance of risk-taking in relation to the goals at the strategic, tactical, and operational levels according to the risk appetite. Moreover, the identification, prioritisation, description, and follow-up of strategic risks needed to be carried out annually by the business areas and staff functions as a part of their business planning process and be reported to the CRO. The CRO, in turn, was responsible for consolidating quarterly risk management reports to group management and the board as well as updating the company group’s strategic risk register. Accordingly, group risk would be able to identify the main risks so that they could connect them to the overall goals of the company, and as a result, would identify the main areas that they needed to focus on, and take action in order for NordMine to be able to achieve their objectives.

Consequently, the risk management policy became a convention for determining and supporting the ERM process, by informing business areas and staff functions what was expected of them, and more importantly, distributing risk ownership amongst managers at different organisational levels. This also encouraged the managers to have a risk mentality, i.e., adequate risk knowledge, and ensure that they have a dynamic process in place in order to always be prepared to deal with risks and survive in an ever-changing environment. In fact, due to the emergence of new sustainability-related risks, the CRO alone was unable to identify and assess all types of risks and integrate them with the strategy formulation process on her/his own. Therefore, she/he needed to involve different managers with diverse competencies in a truly holistic and integrated ERM process. The CRO elaborates:

I cannot be strong enough on my own, I can be the ambassador for the risk management process, [but]it needs to be the managers’ priority to work with risk, understand risk, and push that out through the organisation.

In sum, during phase 2, NordMine concentrated mainly on improving its resilience resources. For instance, in 2020, efforts to revise the company’s steering guidelines and adding the risk policy show how the structural resources of the company have strengthened in line with the strategic transformation. In a similar vein, the findings show that in 2021, by developing risk policy—as a convention for supporting ERM—group risk aimed to distribute the risk ownership among different managers, which in turn would contribute to developing relational resources by establishing relationships within the company to address strategic risks and environmental challenges. By developing the risk policy, group risk had also aimed to influence the company’s cognitive resources to expand them further. The intention of encouraging managers to have a “risk mentality” emphasised the importance of having adequate risk knowledge within organisational groups in order to make better strategic decisions. Finally, due to strategic changes happening in 2020, NordMine needed to equip itself with structural, relational, and cognitive resource development to not only continue and survive in a climate-challenged environment—that is related to first- and second-order resilience capabilities—, but to also facilitate the emergence of third-order capabilities to thrive in a turbulent environment and influence the company’s long-term success.

4.2.3 Phase 3—ERM at work: balancing rigidity and flexibility in the headwinds of strategic transformation

Although introducing the policy and having it approved by the board in 2021 was an important step in facilitating the implementation of ERM in NordMine, it was only an overall framework and therefore did not provide detailed guidance on how risk management should be carried out within the business areas. The CRO clarifies:

The risk management policy [can be regarded] as the umbrella at the top. The policy does not go as far as saying what business areas and support functions need to do. Each business area and support function need to figure out how they should implement it to ensure that they are getting a meaningful picture of their risks in the strategic planning process, how they identify the prioritised activities and how they follow them.

Even though the company designed and began implementing ERM in 2021, it is still in the learning phase regarding how to work with the various types of risk and how to increase its success rate in achieving strategic goals during a period of rapid change and transformation. In practice, this has been difficult and triggered some issues. On the one hand, group risk needed to monitor current operations for financial and business interruption risks and minimise those risks, because that is how they finance the transformation and expansion strategies. On the other hand, they needed to focus on strategic risks and find new ways to identify, assess, and prioritise those risks in order to create value for the company as well its stakeholders. The latter requires advanced risk management processes at different organisational levels, in order to comply with the risk management policy, and to lead to different resilience capabilities.

Delegating responsibility to the business areas to develop their own guidelines in line with the risk policy was considered a necessary step in integrating risk management into the strategic planning process. Even though three years has passed since the introduction of the risk policy supporting the shift to the ERM template, no such guidelines had been developed and implemented in the company’s various business units and the quality of business area reports was still not at the level they were supposed to be. As a result, embedding ERM in business areas’ [daily] operations is an issue that still needs to be solved. The CRO explains:

I think that’s the problem, I have been in contact with the business areas. I stretched out my hand to the business areas at their leadership level. I suggested we run workshops with them to see together how we can meet the risk policy requirements, and how they can work in their business areas in a way that [when] they come to the top level [meetings] they are more prepared [concerning]what their top risks are and how their activities would handle those risks. I felt that they were very interested and grateful for that, but there are always other things that are more urgent [concerning the transformation process] right now for the managers.

While extending the roles of business managers to include risk management tasks was considered by group risk to be an essential aspect of linking ERM and strategy, and extending risk management skills, knowledge, and competence to the wider organisation, the transformation is an attention-demanding process in which there are numerous emerging issues with higher priorities both for business managers and the executive management team. While much work had gone into changing the risk governance framework and risk management processes so that they would be aligned with the new strategy, ERM was struggling to gain influence on executive and operational decision-making. However, this issue did not hinder the development process of structural, relational, and cognitive resources in NordMine.

In February 2022, the board of directors adapted the finance policy that historically defined financing needs in terms of operating capital, fluctuations in cash flow, and planned expenditure for commitments, e.g., pensions and remediation, as well as strategic investments. In doing so, they introduced a new capital buffer requirement in the form of a specific liquidity ratio. The aim of establishing the capital buffer was to manage the increased financing risks that were emerging as part of the transformation journey. Thus, by creating a solid plan and ensuring adequate financial resources, the group finance policy contributed to the further development of organisational resources, positively influencing the company’s capabilities in terms of preventing finance-related risks and minimising losses.

In addition, and in tandem to the implementation of the strategy for sustainable transformation, and adhering to the EU Taxonomy regulation, which steers investments in a sustainable direction, another change to the risk governance framework was made. ERM had become an integral part of the life of mine planning process which focuses on the following issues: (1) the analysis of the future financial and operational status of the company’s mines, (2) the assessments of the company’s current mineral reserves and planning future production accordingly, (3) the identification of what improvements the company will make in the future and how that will affect the mining, (4) deciding on necessary future investments, and (5) determining potential revenues and costs from current mining as well as the expansion plans. As a result of this change, the CFO’s role and task in the life of mine planning process also changed. The CFO of one of the business areas explains:

When I started doing the life of mine planning many years ago, it was only [about] financial and production [assessments]. Now we start looking at the production plan and the investments we are going to make, and also how we see the carbon footprint from that. I would say that the risk [assessment] part is taking a major role in business planning now, since risk is: not reaching our goals.

As a consequence, from 2021, the company’s life of mine planning process Footnote 15 has evolved to include a greater emphasis on discussing investment risks and analysing various contingencies and scenarios. It has also facilitated the mobilisation of managers who could contribute in the business planning process with their support and various domains of expertise. During the risk scenario analysis related to the life of mine planning, for instance, the finance group, especially the CFO, along with other management groups try to determine if investments will pay off in the future, how NordMine should obtain investment financing, what the overall risks will be, and how investment risks can be minimised. The CFO of one of the business areas clarifies:

I guess the [implementation of] new strategy has changed my role, now I spend a lot of time in the business planning process and discussing risks, and what we need to do. We do a lot of assessments on what the new strategy implies for us. I get involved in how we get the current baseline; and how we can feed that into our [business] model in future […] Business planning is about how are we going to reach our targets. So, not reaching our target is a risk for us, from this point of view, I will say there have been a lot more in business planning work today; we need to describe: what do different types of risks mean to us? And, what can we do to mitigate it? From that, comes many new activities that we did not need to do before.

Moreover, as of 2021, NordMine is required by regulatory and market demands on sustainability disclosures, to revise its values and metrics, and add a more structured and detailed sustainability-related risk assessment to the due diligence process prior to entering into a contract with a supplier. Therefore, before selecting a supplier, NordMine must now conduct a broader risk analysis to determine the global situation and, for example, the political situation in the countries of its suppliers. In the past, the major focus of the qualification process of suppliers was based on factors such as price, quality, and the existence of a long-term and stable relationship. However, due to the change in strategy towards sustainability, working environment and safety, human rights, the geopolitical situation, EU sanction requirements, corruption issues, and CO2 emissions, have become crucial metrics in the assessment process of suppliers. The senior manager of corporate sustainability of one of the business areas explains:

We cannot only work with our own production and say that we are sustainable. We also need to ensure that all the partners we have around us, including suppliers and customers also work in the same direction as we follow our code of conduct [...] It is not only about whether the business is profitable enough, or not; we have high requirements to act in an ethical way in all aspects.

Previously, for the qualification of suppliers, NordMine used an audit process and sent questionnaires to the suppliers based on what the company believed to be significant from the suppliers’ perspective, as well as the company’s requirements and expectations. However, from 2021, as a part of the new structured due diligence process to reduce sustainability-related risks, NordMine uses databases and digital services in addition to the survey method which provides facts on companies’ sustainability activities. Company managers now also visit the suppliers’ operations to gain a first-hand understanding of how suppliers work (or not) in accordance with NordMine’s sustainability values. As of 2022, NordMine also helps suppliers improve their operations by adding a third-party audit. This helps the suppliers reduce risks and increase opportunities such as using energy in a smart way and enhancing their market share through sustainable products. However, if the suppliers refuse to participate in the transition process towards sustainability, NordMine would stop collaborating with them. Although this change poses significant challenges for NordMine operations (e.g., spending time and resources to perform a more comprehensive due-diligence process, and ending business relationships with some suppliers), in 2022 the company raised its ambitions yet again, moving into a new area of development in relation to realising resource efficiencies, and thus it could improve its resilience capabilities in terms of finding creative solutions .

Since the majority of critical minerals are typically produced in high-risk regions of the world with the minimum sustainability concerns, the new risk analysis contributed to NordMine’s capacity to find new opportunities, and also move towards the elimination of dependencies on suppliers with sustainability issues. While the former would lead to third-order resilience capabilities and thus be able to thrive and find creative answers, the latter could contribute to first-order resilience capabilities as it prevented business interruption and losses resulting from a lack of value chain risk management.

NordMine began utilising new techniques from 2022 to extract critical minerals, such as phosphor, from residual mining waste. This new opportunity potentially enables the company to maximise the value of its mined resources and move toward implementing its sustainability strategies Footnote 16 by expanding its business, which finances its strategic transformation, and thus enables the company to bounce forward. The sustainability strategist explains:

[The price of] iron ore in the market is fluctuating; it goes up and down. If our entire business is based on iron ore, the [financial performance] results will also fluctuate. So, the ability to find a second leg to stand on and balance, is one of the drivers for the [new sustainability] strategy. Assets fluctuations could be a trigger for looking at what other value we have besides iron ore […] that has been a motivation for us to look at what we have – phosphor – as well. So, phosphor moves from an asset that has no value to something that we can actually make money on, and that makes it possible to build the business on it.

Therefore, from 2022, extracting critical minerals from mining waste has enabled NordMine to begin moving from being a single-product company—mainly focusing on iron ore production—towards a multi-product company, and as a result of this change, the company’s production flexibility would increase, resulting in wider revenue streams for NordMine. This, in turn, helps the company in two ways: firstly, by being less affected by iron ore market fluctuations and having stability; secondly, through new sources of revenue, it develops new technologies and mining processes, and thus accelerates its transformative change.

The strategic transformation was beginning to place significant and, in some instances, conflicting demands on the organisation, necessitating an increase in organisational resources. While the risks associated with the old strategy (Phase 1) were predictable/controllable, had clear boundaries, and could be solved using standardised practices and controls, the new strategy produced risks and uncertainties that presented the organisation with unexpected challenges with no obvious solutions on an ongoing basis, for which standardised practices and controls were either not in place, or were inappropriate and required creative, flexible, and innovative responses instead. Those responses relied heavily on the availability of new skills, knowledge, and competences in several areas. Therefore, competence supply risks were becoming a significant issue for NordMine.

In 2022, group HR established new structured methods and networks to facilitate the strategic workforce planning process, ensuring that NordMine has sufficient human resources and thus the company can manage competence supply risks. In doing so, group HR has taken the following steps. First, in order to maintain a low staff turnover rate, they focus on retaining experts Footnote 17 and enhancing the competencies of existing employees who are instrumental in running current operations while the transformation gets underway. Second, group HR aims to attract and recruit new competences because the implementation of NordMine’s ambitious strategy requires the company to find and attract a large number of new specialists, mechanical and electrical engineers, and experts who are able to work with automation and new technologies. In practice, group HR started to implement talent management programs on a yearly basis. Through this program, group HR asks different business area managers once a year to identify the main talents such as key contributors, high potentials Footnote 18 , successors to leadership positions, and experts in their business areas. The feedback from the managers, in turn, helps group HR identify the main competences and understand which managers need a training program to develop their skills. Finally, if a business area lacks specific competencies, group HR assists them in recruiting a competence internally or externally. Thus, the talent management program has led to the mobilisation of various actors (i.e., different business area managers) with special knowledge who can contribute with their material or immaterial support to the transition process. In a similar vein, in early 2023, group HR developed a risk map of competence supply risks which focused on developing and maintaining human (i.e., competence) resources in the company. The senior HR manager clarifies:

Conducting workshops is a collaboration to see what our focus areas are, and which are the prioritised activities in the short-term and in the long-term, and then of course, there are many people who need to work with the competence supply risk. It is not just [saying] we have three strategists in our group, they cannot work with everything, leaders must do the work with local HR organisations and different departments. So, this is a joint challenge for our organisation, it is not for one person [or one group]. Every leader has to think about which types of competency she/he needs [in her/his group] for the future. So, we are enabling a different tool.

The use of new methods and increased interactions in identifying, assessing, and mitigating competence supply risks provides valuable input into the strategic planning process and assists the board and senior management in being better equipped to manage the strategic transformation process by ensuring that the organisation anticipates and meets future competency needs, thereby increasing the organisation’s ability to bounce forward.

As a result of the changes made to the risk governance framework and, consequently, the ERM template that emerged during the period 2021–2023, the number of collaborations and level of interactions between internal and external parties has increased significantly. Historically, for instance, business area project managers reported their investment needs to the business area CFO, who then calculated and aggregated the investment needs, assessed and ranked the risks associated with them, and prepared the major investment decisions report for the board. However, as ERM became integrated with the sustainability strategy, this procedure has developed further since 2022 and now the CRO is also involved in the business areas’ major investment decisions that need to be sent to the board.

The aim of involving the CRO is to include her/his holistic risk perspective in the investment decision-making process as she/he works closely with project managers from different areas. In doing so she/he is aware of NordMine’s overall risks. Therefore, in addition to CFOs and business area project managers, the management groups (e.g., the sustainability group) and the CRO are now involved in the new investment risk management process. As a result, ERM has mobilised different organisational actors who can contribute to strategic investment decisions with their specific knowledge and expertise.

Similarly, two additional examples of cross-functional and group collaborations, are related to: (1) Group HR, in addition to collaborating with business area managers through the talent management program and risk mapping techniques, has increased its interactions with the communication department to mitigate competence supply risks. Communication department managers assist group HR with employment branding, using social media as a recruiting channel, and raising global awareness of NordMine’s transformation. (2) Collaboration between the corporate sustainability and purchase departments has recently increased as a result of the new risk assessments which are integrated with due diligence process. This collaboration has an impact on NordMine’s strategic decisions involving its main suppliers.

Moreover, in 2022, NordMine recalibrated its risk control practices to reduce social licence and permit risks Footnote 19 and maintain the support of local communities and authorities. In doing so, the company started to use a structured method based on a systematic approach to identify the company’s main stakeholders and understand their core expectations. To achieve this, the senior vice president of sustainability proposed a cooperation plan amongst support functions such as finance, HR, communication, and sustainability to integrate all the units in a “steering group”, which she/he explains as follows:

I am adding a new topic, I am going to put the four support functions as the steering group for the people in the sustainability department who work with the social licence [risks], because social licence to [be able to] operate is a broad area. Those are HR issues, some are related to financial issues, and we have also legal issues, communication issues, and sustainability issues. So, we need to cooperate and manage these [interrelated] issues together. Instead of everybody running around one issue. These risks should be handled with a steering group.

Since social licence and permit issues are related to the various groups of stakeholders, this requires collaboration and communication between diverse strategists at the group management level and experts in different business areas in order to focus on different dimensions of the analysis work. The senior manager of corporate sustainability of one of the business areas explains:

If we ensure that we bring in different people with different competencies, then we will have different perspectives in our [stakeholder analysis] discussion. And, that helps us to get a more realistic picture of the expectations and requirements of the company. I think it is really important to mix different groups of people and ensure that you have not only one group of people working on the same matters and thinking the same way.

To identify and assess the risks related to social licence and permit, the steering group uses stakeholder analysis and materiality analysis to understand what kind of expectations and legal requirements different stakeholders have on NordMine. Accordingly, through stakeholder dialogue with authorities and different stakeholders, the company tries to ensure that good practices based on the interpretation and application of regulations on permitting matters take place. This work is also related to regulatory and public affairs which focus on communication and engagements between NordMine’s top managers, policymakers, and the regulatory bodies in Sweden and at the European level. Thus, dealing with social licence and permit risks illustrates how NordMine started to work systematically in order to have a clear structure that facilitates collaboration among different actors who can provide support and open doors with their adequate knowledge and expertise . As a result, the company can determine which areas are of most importance to its stakeholders and incorporate them into its strategic planning process. This, in turn, creates opportunities for NordMine such as increasing credibility and controlling business interruption risks caused by not having permits. Additionally, the company can improve its competitiveness and get a premium on products by showing the market that it is operating under some of the strictest environmental laws in the world, and thus through the transparent and efficient permitting processes, it extracts the critical minerals.

As of 2021, NordMine’s sustainability specialists and external audits have systematically measured various types of environmental impacts and emissions levels for managing environmental risks Footnote 20 which have become important components for obtaining legal permits. The main aim behind mobilising a network of sustainability experts is to ensure that the current environmental impacts of the operations are within authorised levels . Simultaneously, NordMine’s research and development teams work intensively to develop new and innovative mining methods to reduce the emission levels further. This, in turn, enables NordMine to prepare for more stringent sustainability requirements in the future and to continue operations without interruptions, minimising the risk of not getting permits, and also learning and thriving on uncertainties.

In order to identify and assess environmental and climate-related risks, NordMine ran a workshop and used the scenario analysis suggested by TCFD in 2022. By using this new method, the company could not only identify risks, but also opportunities and their strategic impacts. During the workshop which facilitated the mobilisation of a network of actors with expert knowledge, group risk together with different managers from the sustainability group, energy group, CFOs of business areas, and strategic business planners gathered to analyse various sustainability-related risks, develop different scenarios in relation to the strategy and, discuss what those scenarios mean for the company’s strategy implementation . This, in turn, helped strategic decision-makers to be more aware of the possible futures and think about alternative solutions in the case that some of those scenarios occur. The CRO explains:

We had a lot of discussions. It was more a reaction to the fact that we had not looked at our future from that lens. And it was good for us as a company to be able to summarise our [risk] findings in a very visual way, depending on what sort of future we are looking at. It is interesting to realise that if what we expect is going to happen, does not happen, our opportunities [can] become risks. We were able to look further into the future from a climate[-change] perspective on a high level and what that will mean for us.

Using the scenario analysis method during the workshop promoted different managers to follow a new structure and according to that, they gathered information from different sources, attempting to foresee what would happen in the future and how that would influence the company’s operations and its market position, and more importantly reach a consensus on possible futures and handling risks in those futures. In other words, scenario analysis enabled the emergence of organisational resources by proposing a new structured plan and solid vision. It should be noted, however, that NordMine is still in the early stages of integrating environmental and climate-related risks into the new ERM template. Therefore, the extent to which ERM will continue to contribute to developing and maintaining resilience in the long-term at NordMine remains to be seen.

In sum, during phase 3, despite all the challenges associated with the ERM implementation, the findings demonstrate how resilience resources, namely structural, relational, and cognitive resources, have strengthened and developed significantly. Integrating ERM with the life of mine planning as well as due diligence processes, updating the finance policy based on a new capital buffer requirement, and using structured methods such as the talent management program, stakeholder analysis, and scenario analysis, are a few examples of structural resource development during the third phase, which in turn facilitated solid visions and plans for managing emerging risks. Moreover, relational resource expansion—mainly through establishing closer relationships inside the organisation to manage risk and uncertainties—was illustrated in many new forms of collaboration in NordMine. This includes, for instance, the involvement of the CRO and the sustainability team in the investment decision-making process of the business areas, inactions between group HR and the communication department as well as the corporate sustainability department and the purchase department, and the formation of a steering group.

In regard to cognitive resource growth, the findings show how the expert [risk-related] knowledge of individuals within different organisational groups began to play an important role in discussing crucial issues related to the strategic transformation as well as managing various risks and uncertainties. For instance, the CRO’s holistic risk knowledge led her/him to be involved in the strategic decision-making process of the business areas. Similarly, diverse strategists at the group management level (e.g., HR, finance and sustainability) and different business areas managers who had special knowledge and expertise, could focus on different dimensions of the risk analysis work related to managing social licence and permit risks. Moreover, since different business areas’ leaders knew more about the competence and talents in their specific teams, they were considered valuable contributors to the competence supply risk management process that was supervised by group HR. In tandem with the development of different resources, NordMine’s first- and second-order resilience capabilities started to sustain and improve, and the company’s third-order resilience capabilities began to flourish. While managing some risks such as value chain, environmental, and social licence and permit risks led NordMine to stabilise its business without interruptions and ensure the continuity of its operations, the company could also bounce forward and find creative solutions such as extracting critical minerals from mining waste and expanding the company’s business, and developing innovative mining methods to reduce the emission levels further.

5 Discussion

The empirical results illustrate that in phase 1, NordMine operated in a relatively stable environment and the limited number of risks faced by the organisation could be managed by internal risk specialists (Mikes & Kaplan, 2015 ) using standardised and quantitative risk management approaches, indicating a culture of quantitative enthusiasm (Mikes, 2011 ). As there was limited pressure from the external environment for change, first- and second-order resilience (Jaeger, 2010 ) was sufficient and could be achieved by leveraging structural resources (Richtnér & Södergren, 2008 ) in the form of administrative risk controls, such as the finance policy and risk management handbook which were essentially a set of normative principles informing actors how to deal with risks (Van Asselt & Renn, 2011 ). Even though workshops were held annually to identify, assess, and mitigate business interruption risks, which required some development of relational resources (Richtnér & Södergren, 2008 ), the risk template (Giovannoni et al., 2016 ) in use prior to 2013 emphasised the management of risks in silos, in a rather traditional and precautionary manner (Vogus & Sutcliffe, 2007 ), where there was a reliance on robust formal processes that were largely independent from the business (Zhivitskaya & Power, 2016 ). However, it is also evident, at least to some degree, in the annual process for managing business interruption risks where the workshop was an important social space, managers started to develop their relational and cognitive resources in relation to this specific risk type by engaging in risk talk with the insurance captive (Mikes, 2016 ), which is important when attempting to raise risk awareness (Braumann, 2018 ). Interactions in such social spaces illustrate the emergence of interconnected activities (Boholm et al., 2012 ) and sense making and sense giving (Meidell & Kaarbøe, 2017 ). In addition, by employing risk artefacts (e.g., the risk grading model) as mediating devices (Jordan et al., 2013 ), NordMine initiated the conditions for risk communication (Klein & Reilley, 2021 ) and risk awareness to emerge (Arnold et al., 2011 ).

However, in 2013 it became apparent to the CFO (and the finance group), who is considered an important agent in determining the extent to which ERM is implemented (Jeitziner et al., 2017 ), that the risk management template in use up to that point was no longer aligned with the changing strategic direction of the organisation (Sax & Andersen, 2019 ), and thus no longer suitable for creating value (i.e., third-order resilience capability). Therefore, the appointment of a CRO in 2014, marked the beginning of a shift from traditional risk management to a commitment to implementing ERM (Lundqvist, 2015 ), and more importantly was a crucial step towards reconfiguration of resilience structural resources.

The empirical results illustrate that in phase 2, NordMine embarked on the biggest strategic change in the company’s history and this necessitated significant adjustments to the company’s existing structural, relational, and cognitive resources in relation to risk and uncertainty management since in addition to novel risks, new facets of existing risks emerged. Therefore, during phase 2, the company aimed to strengthen capacity-derived resources to not only continue and bounce back after distruptive events (i.e., first- and second-order capabilities), but also create values and thrive in a turbulent environment which is related to the third-order capabilities (Jaeger, 2010 ).

The risk policy created by group finance—mainly the CFO and CRO—helped NordMine as a resilience structure resource to have a solid vision and plan (Richtnér & Södergren, 2008 ) and to integrate ERM into the strategic planning and follow-up processes. During this phase, the findings also show two examples of relational resources improvements in NordMine. First, the CFO opened the right doors for the CRO (Richtnér & Södergren, 2008 ) to have access to executive managers for approving the risk policy, and take part in the strategic planning meeting which in turn facilitated the ERM implementation process. Second, according to the risk policy, different managers needed to be mobilised as part of the strategic risk management process to contribute their material and immaterial support (Richtnér & Södergren, 2008 ) to holistic risk management. Finally, during phase 2, NordMine managers were encouraged to have a risk mentality and adequate risk management knowledge and skills in order to improve the company’s resilience cognitive resources. These developments can be interpreted in a change of risk culture at NordMine, where managerial preferences for ERM practices were evolving (Diab & Metwally, 2021 ).

The empirical results illustrate that in phase 3, NordMine entered into the thrust of the strategic transformation process, and as a result, ERM was put into practice—as a dynamic capability (Nair et al., 2014 )—to help the company develop resilience resources (Richtnér & Södergren, 2008 ) and capabilities. Clear organisational structures, such as integrating ERM with life of mine planning as well as due diligence processes, updating the finance policy, talent management program, establishing a steering group and using scenario analysis, facilitated sustainability-related risk management in NordMine, and thus improved resilience structural resources. Relational resources had also strengthened during phase 3 through various collaborations among colleagues inside the organisation (e.g., the involvement of CFO and management groups in the business planning process; the CRO and sustainability team contributions to the business areas investment decision making, HR collaborations with business area managers, the mobilisation of supports functions in form of steering group) as well as outside the organisation (e.g., using digital service providers for due diligence process; visiting the suppliers to gain first hand understanding of their sustainability works; asking for external audits to systematically measure environmental impacts and emissions). Several of these examples illustrate that the range of competencies in terms of trailblazing , toolmaking , teamwork and translation were developing rapidly (Mikes et al., 2013 ). Finally, cognitive resources had grown considerably during phase 3. As the findings show, due to their extensive expertise and risk knowledge, the CFO and the CRO had become important business partners in terms of discussing crucial issues (Richtnér & Södergren, 2008 ) in various planning processes, i.e., investments, and life of mine planning. Similarly, different business areas’ managers who had adequate risk knowledge about competencies within their groups, started to contribute to the competence supply risk management process, and help group HR to develop a risk map. Moreover, sustainability-related risk knowledge of the corporate sustainability department—as cognitive resources—had become crucial for strategic decision making of the purchase department to reduce the value chain risks. Not only do these examples indicate that an increasing consistency in perceptions about risk and uncertainty was taking hold (Caldarelli et al., 2016 ; Woods, 2009 ) but that the development of cognitive resources, as Corvellec ( 2010 , p. 146) asserts, is “contingent on, comes from and develops within practice”.

Having adequate risk knowledge and competence in the team to discuss crucial issues (Richtnér & Södergren, 2008 ), was also evident in our findings about the steering group. Developing the steering group facilitated communication between diverse strategists who had special risk knowledge and as a result, they could contribute to the social licence and permit risk management. These findings indicate a shift towards business partnering and cognitive burden sharing (Meidell & Kaarbøe, 2017 ). In a similar vein, scenario analysis as a risk artefact for managing environmental risk, had facilitated the mobilisation of expert risk knowledge from different managers (e.g., finance group, sustainability group, energy group, CFOs of business areas) to analyse the various sustainability-related risks and by developing different scenarios understand how those risks would affect the company’s strategy implementation. This finding demonstrates the various ways in which risk artefacts can contribute to the ERM process (Crawford & Jabbour, 2024 ) as well as the emergence of risk communication (Tekathen & Dechow, 2013 ). Overall, in phase 3, the ERM process shifts from merely measuring risks to a process that includes risk envisionment (Mikes, 2011 ), in which strategic foresight tools (e.g., scenario analysis) play an increasingly important mediating role in increasing interactions and developing resilience cognition resources. In phase 3, a shift to holistic enterprise risk management connected to strategic and operational decision-making resulted in increasing creativity (e.g., extracting critical minerals from mine waste, increasing competitiveness and get a premium on products, developing innovative mining methods) while at the same time reducing organisational vulnerabilities which is in line with third-order resilience (Jaeger, 2010 ).

The empirical results illustrate the relationship and dynamics between and across capacity-derived resources and action-derived capabilities during different phases. In phase 1, the empirics show how structural resources, namely the risk management handbook, provided a platform for developing relational resources that was related to conducting yearly risk workshops by the insurance captive for business area managers, and how this led to the development of cognitive resources since the insurance captive and CFO consolidated risk reports and shared the results with business area managers, and this, in turn, helped the managers to increase their risk awareness by understanding the main risks of their areas. This finding is in line with Braumann’s ( 2018 ) study that shows that risk artefacts influence risk awareness. As a result of developing resources during phase 1, NordMine improved its first- and second-order resilience capabilities (Jaeger, 2010 ). Managing preventable and controllable risks (i.e., financial and business interruption risks) enabled NordMine to maintain robust financial performance and continue business as usual, and if an accident happened it minimised losses and bounced back to normal operations. While there has been some criticism of compliance and siloed type approaches to risk management (Power, 2009 ), the findings from our study show that they provided an important foundation from which third-order resilience could be subsequently achieved and competitive advantage realised (Bromiley et al., 2015 ).

In phase 2, the development of risk management policy as a structural resource facilitated the distribution of risk ownership among different managers (Lundqvist, 2015 ) and that was a crucial step in mobilising managers who could contribute to the ERM process with their risk reports (i.e., relational resources). Additionally, the structural resources encouraged managers to have a risk mentality and adequate risk knowledge i.e., cognitive resource in order to be able to survive in an ever-changing environment. This finding demonstrates how structural resources commonly associated with risk governance can influence human cognition so that actors become more cognizant of risks and develop a risk mindset (Crawford & Jabbour, 2024 ). Thus, the development of structural, relational, and cognitive resources in phase 2, would prepare the company to not only strengthen first- and second-order capabilities, but also facilitate the emergence of third-order resilience and create value by managing risks.

In phase 3, the empirics show how further developing the finance policy as a structural resource influenced first- and second-order capabilities in terms of preventing finance-related risks and minimising losses. Moreover, as ERM has become the part of due diligence process, this structural resource has encouraged the mobilisation of internal and external actors who could contribute to the ERM process (i.e., relational resources). This, in turn, influenced the company’s first-order resilience since it prevented business interruption and losses resulting from the lack of value chain risk management. In 2022, however, as extracting critical minerals enabled the company’s third-order resilience by becoming a multiproduct company, we could see how first-order resilience capabilities provided a foundation to achieve third-order resilience.

Establishing the steering group to handle social licence and permit risks was another empirical example that shows how ERM influences structural, relational, and cognitive resources that are intertwined, and more importantly how these resources contribute to first- and third-order resilience capabilities (Jaeger, 2010 ), as the company could prevent business interruption risks caused by lack of permits and also improve its competitiveness by getting a premium on the products. Finally, in the case of managing environmental risks, the empirics show how structural resources in terms of the scenario analysis suggests a solid vision and plan that facilitates the development of cognitive resources as it leads to having adequate risk knowledge in teams. As a consequence, these resources could influence first-, second- and third-order resilience (Jaeger, 2010 ) since it enabled the company to operate without interruption, minimise the lack of permit risk and find a creative answer to the disruption if happens in the future. These and other examples from this phase illustrate how ERM can emerge as a dynamic capability when resources and capabilities are configured in such a way as to enable the organisation to identify and act upon opportunities (not just risks) that emerge during periods of rapid environmental change (Andersen et al., 2022 ).

6 Conclusion

In this study, we aimed to empirically address the research question: How does ERM contribute to developing and maintaining the resilience necessary for the strategic transformation of an organisation towards sustainability? within the context of a Swedish mining company undergoing strategic transformational change. By drawing on the ERM and resilience literature, and theoretical coordinates therein, (Jaeger, 2010 ; Richtnér & Södergren, 2008 ) we add to our understanding of how ERM contributes to an organisation’s ability to respond to a variety of strategic challenges associated with risk and uncertainty (Hardy & Maguire, 2020 ; Sax & Andersen, 2019 ). Based on our findings, this requires continuously activating, combining, and reconfiguring structural, relational, and cognitive resources (Richtnér & Södergren, 2008 ) to generate resilience capabilities (Jaeger, 2010 ) suited to the anticipated and/or unexpected disruptions by the organisation at any given time. Our key findings and contributions are as follows.

First, we find that different ERM practices, such as risk governance frameworks, risk culture, risk artefacts, and risk awareness, influence resilience capacity-derived resources and action-derived capabilities. This contributes to the literature stream that focuses on how ERM can be perceived as dynamic capability (Andersen et al., 2022 ; Bogodistov & Wohlgemuth, 2017 ; Nair et al., 2014 ) by adding more detailed empirical evidence from the risk management literature in relation to resilience resources and capabilities. Second, we find that the evolution of risk management practices from traditional risk management to ERM is an ongoing developmental process to ensure that risk management continues to be aligned with the organisation’s strategy. This finding contributes to our understanding of the relationship between ERM and strategy, and answers Sax and Andersen’s ( 2019 ) call for longitudinal case studies that provide more detailed insights into the ERM and strategy relationship. Third, we find that in tandem with strategic changes, resilience in terms of resources and capabilities, emerged overtime and developed through a series of events, gradually enhancing the company’s ability to manage risk and uncertainties associated with sustainability challenges that are complex and multidimensional (Wassénius & Crona, 2022 ). This result contributes to the resilience literature that follows a developmental perspective (Richtnér & Södergren, 2008 ; Sutcliffe & Vogus, 2003 ). Additionally, drawing on resilience literature (i.e., Van der Vegt et al., 2015 ), our findings also show that capacity-derived resources and action-derived capabilities have dynamic relationships between and across their domains.

Aside from the various contributions of findings, our study is subject to limitations that could be addressed in future research. Given that our case company is at an early stage in its strategic transformation process, any insights into the outcomes of resilience are limited. Thus, it would advance our understanding to undertake similar research in a different context to examine how ERM through its impacts on resources and capabilities, influences resilience outcomes in the long term. The second limitation concerns resilience post-disturbance outcome states (Munoz et al., 2022 ), as they are excluded from the theoretical framework of our study. Therefore, we suggest future research extend the theoretical framework by including the resilience outcome states and examine the dynamic relationships across resilience capacity-derived resources, action-derived capabilities and post-disturbance outcome states related to company performance.

Data availability

The data gathered and analysed during the current study are not publicly available because of confidentiality reasons. However, if there is a reasonable request from the editors and reviewers, the corresponding author can provide the data.

Sweden is becoming a pioneer in developing a fossil-free value chain for iron and steel production globally through the HYBRIT Development initiative (Steel Times International, 2021).

“Novel risks arise from unforeseen events, from complex combinations of apparently routine events, and from apparently familiar events occurring at unprecedented scale and speed” (Kaplan et al., 2020 , p. 2).

In this study, we follow the definition of resilience from organisational resilience perspective.

Jaeger ( 2010 ) posits that high-reliability organisations, tend to be characterized by high-second order resilience, but may have weaker first-order resilience than their average competitors.

Munoz et al. ( 2022 ) suggest a distinct contrast from resilience: antifragility. By referring to Taleb’s ( 2012 ) article, the authors define antifragility as “a performance gain when exposed to adversity”.

During the data collection process, the corresponding author established contacts with key decision-makers within the company and this allowed us to get access to valuable information sources and to communicate with key organisational actors who were crucial for the verification of our research problem as well as giving different forms of feedback.

A combination of a general interview guide and standardized open-ended interview methods were used to conduct the interviews (Patton, 2002 ). The issues in the outline consisted of a set of questions carefully worded and arranged with the intention of taking each interviewee through the same sequence. However, some types of questions were not the same for different interviews.

Executive managers report to the CEO of NordMine.

Group management in NordMine includes mangers who report to executive managers.

Business area managers of NordMine report to executive managers.

Site managers who report to the business area managers of NordMine, are regarded as operational level managers.

The risk management handbook is updated annually by the finance group.

To give an overview and enable benchmarking between the different sites and facilities of the company, the results of the risk grading process were presented in a matrix, and this in turn, enabled the insurance captive and the finance group to prioritise and make decisions concerning actions and investments.

NordMine did not have a risk policy document until 2021.

Life of mine planning is a main component of NordMine’s strategic and business planning process.

NordMine aims to have zero carbon emissions from its processes and products by 2045 by shifting to innovative and competitive mining as well as the processing of iron ore and minerals to produce climate-efficient quality products.

NordMine in collaboration with a technology university provides special engineering courses. Additionally, as a part of skill development programs, from 2022 group HR has created a new digital learning platform where they provide many global online courses with different subjects (e.g., finance management, sustainability management) to employees who are interested in expanding their knowledge in specific areas. NordMine has also started to run the International Management Program together with high-potential leaders. Through this program, top managers such as finance controllers, business partners, and communication managers will be challenged based on their position and get more business knowledge related to their management work.

High potentials are employees with the ability, engagement, and aspiration to rise to and succeed in more senior and/or critical positions.

The social licence and permits are related to the approval of authorities and other stakeholders, such as the Swedish state as the owner of the company, national and local politicians, courts and local communities (e.g., municipalities) for the company’s operating procedures. The company needs to update its permits on a regular basis for its existing operations, and apply for new permits in order to expand its business which includes new ways of mining. Thus, getting permits in time is a crucial issue for the company’s credibility, and the lack of the permit can face NordMine with a huge risk such as business interruption.

As sustainability became the main component of NordMine’s new strategy in 2020, any environmental and climate-related effects that would occur through the direct and indirect mining practices of the company are considered as risks. Thus, identifying and mitigating risks associated with the loss of biodiversity, the contamination of water by oil spills, carbon emission and air pollution through the mining process become crucial for the company’s business planning process, nevertheless, these risks are highly integrated with the mining operations.

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Acknowledgements

The corresponding author gratefully acknowledges support from the Swedish Research School Management and IT (MIT). The co-author gratefully acknowledges the financial support of the Jan Wallander and Tom Hedelius Foundation, and the Tore Browaldhs Foundation, project numbers W18-0016 and P18-0224, in this work. We are also very thankful to everyone from NordMine who participated in our research. Finally, we would like to thank all those in the Accounting Sector at Uppsala University who provided feedback on earlier drafts of this paper.

Open access funding provided by Uppsala University. The Swedish Research School Management and IT (MIT) [corresponding author]. Jan Wallander and Tom Hedelius Foundation, and the Tore Browaldhs Foundation [co-author].

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Monazzam, A., Crawford, J. The role of enterprise risk management in enabling organisational resilience: a case study of the Swedish mining industry. J Manag Control (2024). https://doi.org/10.1007/s00187-024-00370-9

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Identification and analysis of evolution characteristics of flash drought based on three-dimensional perspective: A case study in the Jialing River basin

• Meng, Changqing
• Dong, Zijiao
• Liu, Keying
• Wang, Yuankun
• Zhang, Yuqing
• Zhu, Yulong

Flash drought is an extreme hydrological event, with a short foreseeable period and high destructive force, and it is difficult to monitor. Flash drought aggravates the risk of extreme disasters and seriously threatens agricultural production and urban water security. To explore the temporal and spatial dimension evolution and identifiable characteristics of flash drought, the present study proposed a comprehensive flash drought intensity (FDI) index to evaluate the severity of flash drought in the Jialing River Basin (JRB) based on the standardized evaporative stress ratio (SESR) method. In addition, the Normalized Area-Time Accumulation (NATA) curve was used to describe the three-dimensional continuous spatiotemporal evolution process of flash drought in the basin. The results showed that flash droughts lasted longer and were more severe in the highly urbanized southern part of the basin. In the past 40 years (1980-2020), the frequency, duration, and severity of flash droughts in the JRB increased. According to the susceptibility to flash drought, the JRB can be divided into four drought centers. Drought Center No. 1 is situated in the mountainous region in the northwest of the basin, exhibiting a high frequency of occurrence but affecting a relatively small area. In contrast, Drought Centers No. 2, 3, and 4 are located within urban areas, showing lower occurrence frequency but affecting a wider geographical expanse. Drought events with different developmental characteristics were compared using the NATA curve. Overall, the FD1 flash drought type, occurring in the early stages of drought, accounted for a significant proportion. Meanwhile, the accumulated area affected by FD3 and FD4 flash drought events in the later stages exceeded that of the FD2 flash drought type. In the later period, FD3 and FD4 flash drought events exhibited stronger growth momentum, thereby increasing the complexity and challenges of drought monitoring. The present study provides a theoretical basis for understanding the process, shape and evolution model of drought development under environmental changes as well as enables an enhanced early warning for flash droughts to improve management of water resources.

• Flash drought;
• Spatiotemporal evolution;
• Agricultural drought;
• Extreme events;
• Three-dimensional drought identification