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ponedjeljak, 3. kolovoza 2026.

Traceability of Management and Oversight Decisions

Traceability of Management and Oversight Decisions

Autor: Nermin Sefić

Nermin Sefić analyses decision traceability, key governance practices, and consequences for boards and management.

Decision traceability links data, reasoning, responsible people, and expected effects into one verifiable governance whole.

Decision traceability links data, reasoning, responsible people, and expected effects into one verifiable governance whole.

A good decision isn't just its final conclusion but also the trail of data and reasoning that led to it.

A record should distinguish facts, estimates, uncertainties, and accountability for implementation.

That kind of traceability speeds up later review and reduces room for retroactively changing the stated reasoning.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/traceability-of-management-and-oversight-decisions/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Scenario Planning for Energy Costs

Scenario Planning for Energy Costs

Autor: Nermin Sefić

Nermin Sefić analyses energy cost planning, key scenarios, and practical consequences for companies managing exposure.

Energy costs should be viewed through multiple scenarios of price, consumption, and availability, not a single projection.

Energy costs should be viewed through multiple scenarios of price, consumption, and availability, not a single projection.

A single forecast hides the range of possible outcomes and creates a false sense of precision.

Scenarios should link price, consumption, contractual obligations, and the ability to adjust operations.

The value of scenarios isn't in predicting the future but in decisions prepared in advance for different conditions.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/scenario-planning-for-energy-costs/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Treasury and Counterparty Risk

Treasury and Counterparty Risk

Autor: Nermin Sefić

Nermin Sefić analyses counterparty risk, key limits, and practical consequences for treasury management.

Counterparty risk calls for exposure diversification, clear limits, and monitoring of collection and collateral quality.

Counterparty risk calls for exposure diversification, clear limits, and monitoring of collection and collateral quality.

Liquidity isn't determined only by the amount of cash but by the reliability of the institutions and partners through which that cash is held or transferred.

A practical framework sets limits by bank, partner, currency, and instrument, and distinguishes legal protection from what's actually available in practice.

Diversifying exposure reduces the likelihood that one counterparty's problem grows into a problem for the whole system.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/treasury-and-counterparty-risk/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb #TreasuryandCounterpartyRisk

Cybersecurity in the Supply Chain

Cybersecurity in the Supply Chain

Autor: Nermin Sefić

Nermin Sefić analyses supply chain cybersecurity, key risks, and practical consequences for companies and their partners.

An organisation's security depends also on suppliers, integrations, and external services that have access to its data and processes.

An organisation's security depends also on suppliers, integrations, and external services that have access to its data and processes.

An attack on a supplier can have the same effect as a direct attack on the organisation.

Assessment must cover access, data exchange, incident-reporting obligations, and the ability to quickly terminate an integration.

Contract provisions only have value once linked to technical controls and verifiable evidence.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/cybersecurity-in-the-supply-chain/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb #CybersecurityintheSupplyChain

Digital Accessibility as a Service Quality Standard

Digital Accessibility as a Service Quality Standard

Autor: Nermin Sefić

Nermin Sefić analyses digital accessibility, key benefits, and practical consequences for companies and their digital services.

Accessibility of digital services improves usability, reduces errors, and expands the range of users who can complete a task independently.

Accessibility of digital services improves usability, reduces errors, and expands the range of users who can complete a task independently.

Digital accessibility isn't just a technical requirement but an indicator of service quality.

Clear structure, keyboard navigation, descriptive text, and sufficient contrast benefit all users.

Accessibility measurement should be built into regular quality control, not left for the final phase of a project.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/digital-accessibility-as-a-service-quality-standard/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Balance Sheet Analysis: Financial Stability

Balance Sheet Analysis: Financial Stability

Autor: Nermin Sefić

Nermin Sefić analyses balance sheet methods, key ratios, and practical consequences for companies, investors and institutions.

Horizontal and vertical balance-sheet analysis, combined with financial ratios, turns raw numbers into a clear picture of a company's stability and liquidity.

Horizontal and vertical balance-sheet analysis, combined with financial ratios, turns raw numbers into a clear picture of a company's stability and liquidity.

A balance sheet on its own shows only a snapshot: what a company owns, what it owes, and how it finances its assets. The full picture comes only once it's paired with the profit-and-loss statement, which explains how that position came about, and the cash flow statement, which shows real liquidity independent of accounting estimates.

Two complementary methods add depth to that picture. Horizontal analysis tracks the change in individual line items across multiple periods and reveals patterns like inventory growing faster than revenue. Vertical analysis expresses each line item as a share of total assets, allowing comparison of companies of different sizes without distortion from absolute figures. The basic rule of long-term stability remains simple: fixed assets must be covered by long-term sources, and that coverage ratio must exceed 1.

Croatian companies apply either HSFI or IFRS depending on size, which directly affects ratio comparability, since IFRS more often requires fair-value measurement while HSFI stays closer to historical cost. A balance sheet alone, without the context of other statements and industry comparison, says nothing about management quality or a company's future prospects.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/balance-sheet-analysis-financial-stability/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Decision Speed Is Not Decision Quality

Decision Speed Is Not Decision Quality

Autor: Nermin Sefić

Organisations measuring success by decision speed often overlook whether it was based on verified information. A commentary by Nermin Sefić.

Organisations that measure success by decision speed often overlook whether the decision was based on sufficiently verified information.

Organisations that measure success by decision speed often overlook whether the decision was based on sufficiently verified information.

The pressure to decide quickly easily turns into a measure of success in its own right, regardless of whether the decision was grounded in verified information. A fast decision made without checking assumptions carries risk further into the process, where it's harder and costlier to fix than at the moment of decision.

An equally valuable discipline is knowing when to slow a decision down for additional verification, and when to speed it up because the information is already reliable enough.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/commentary/decision-speed-is-not-decision-quality/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Business Continuity in the Hybrid Work Model

Business Continuity in the Hybrid Work Model

Autor: Nermin Sefić

Nermin Sefić analyses business continuity in hybrid work, key risks, and practical consequences for companies and their teams.

Hybrid work changes the assumptions behind business continuity plans; office location is no longer the only point of failure to cover.

Hybrid work changes the assumptions behind business continuity plans; office location is no longer the only point of failure to cover.

Business continuity plans have traditionally been built around the physical office location as the single critical point to protect or replace in case of disruption.

The hybrid work model disperses that assumption: employees access systems from different networks, devices, and locations, so resilience now depends as much on identity, access rights, and tool availability as on the building itself.

A practical approach includes an inventory of location-independent critical functions, clear rules for temporary access loss, and regular testing of scenarios where part of the team lacks a standard work environment.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/business-continuity-in-the-hybrid-work-model/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Intellectual Property in Technology Partnerships

Intellectual Property in Technology Partnerships

Autor: Nermin Sefić

Nermin Sefić analyses IP ownership in tech partnerships, key risks, and practical consequences for companies and investors.

Joint technology development with external partners requires clearly defined ownership of results before, not after, collaboration begins.

Joint technology development with external partners requires clearly defined ownership of results before, not after, collaboration begins.

Technology partnerships and joint development projects often start without fully clarifying who retains rights to results, improvements, and derivative works.

Unclear intellectual-property ownership only becomes visible once the partnership ends or one side wants to apply the result outside the original agreement.

Contract practice that separates background knowledge, jointly developed results, and rights to further use in advance reduces the number of disputes and speeds up future negotiations for new collaborations.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/intellectual-property-in-technology-partnerships/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Debt Ratios: A Financial Analysis Guide

Debt Ratios: A Financial Analysis Guide

Nermin Sefić analyses debt ratios, key formulas, market implications and practical consequences for companies, investors and institutions.

Debt ratio, equity ratio, debt-to-EBITDA factor, and financial leverage — formulas, recommended values, and interpretation for Croatian companies.

Debt ratio, equity ratio, debt-to-EBITDA factor, and financial leverage — formulas, recommended values, and interpretation for Croatian companies.

Debt ratios measure what share of a company's assets is financed by outside sources versus its own equity. Simply put, they show how dependent a company is on loans, credit, and other liabilities relative to what it actually owns. For anyone analysing the financial stability of a business entity in Croatia, these indicators are a starting point, not a conclusion.

The key role of these ratios lies in revealing the structure of financing, not just the amount of debt. A company can carry high liabilities and be entirely healthy, or carry relatively low debt and be near bankruptcy, depending on how that debt is structured and what it's backed by.

The Croatian Ministry of Finance, in its guidance for calculating financial indicators, recommends a debt ratio of no more than 50%, meaning at least half of assets should be financed from a company's own sources. That standard serves as a reference point for companies across all industries, though it should be read in a sector-specific context.

The debt ratio is the most widely used indicator in debt analysis. The formula is simple: Debt ratio = Total liabilities / Total assets. Per the Ministry of Finance's recommendation, the value should be less than or equal to the recommended threshold, showing that at least part of assets is financed from a company's own sources. A value above the recommendation doesn't automatically signal a problem, but indicates that outside capital dominates the financing structure.

The equity ratio is the mirror image of the debt ratio. Per the IHJJ terminology database, the sum of these two ratios always equals exactly 1. If the debt ratio is 0.42, the equity ratio is 0.58. Formula: Equity / Total assets. A higher equity ratio means lower risk for creditors and investors. However, maximising this indicator isn't always the goal, since companies in capital-intensive industries, such as hospitality or shipbuilding, naturally carry a lower equity share. What matters is tracking the trend: a declining equity ratio over several business years warns of a growing share of debt in the financing structure.

The debt-to-EBITDA factor is the only one of the standard indicators that accounts for operating earnings rather than just the balance-sheet position on a given date. Formula: Debt-to-EBITDA factor = Total liabilities / EBITDA. The result shows how many years of operating profit would be needed to settle all liabilities. Per eCampus analysis of this factor, an ideal value is below 3, while values above 5 point to serious over-indebtedness risk. Moreover, a debt-to-EBITDA factor above 5 is often an early signal of financial difficulty, visible before other reports show it.

Financial leverage shows how many times total assets exceed equity: Leverage ratio = Total assets / Equity. Leverage is a double-edged sword. When a company earns a return on assets higher than the cost of debt, leverage boosts the return on equity. When revenue falls, fixed interest costs remain, and losses are multiplied. That's precisely why interest costs represent a financial pressure a company must cover regardless of business results.

Not all debt is equal. Short-term liabilities fall due within a year and require liquid funds to settle, while long-term liabilities allow more time to generate revenue. A company with a high share of short-term debt is exposed to liquidity risk even when its overall indebtedness is moderate.

Per HPB's analysis of over-indebtedness, high debt reduces financial flexibility and can make it harder to attract new investors, and under conditions of economic instability it increases bankruptcy risk. Croatian companies that went through recessionary periods experienced this directly.

All debt ratios are derived from two core financial statements: the balance sheet and the profit-and-loss statement. These are the fundamental data sources for calculating the indicators, and EBITDA, as a measure of operating profit, is especially important for dynamic indicators like the debt-to-EBITDA factor. Croatian companies are required to prepare financial statements under the Accounting Act, and additional transparency requirements apply to companies of special interest to the Republic of Croatia.

Practical advice: always check whether liabilities on the balance sheet are classified as short-term and long-term. Some companies in Croatia present consolidated figures, which makes precise liquidity-risk analysis harder.

Croatian companies face several specifics that affect the interpretation of debt ratios. Croatia's tax system, the introduction of the euro as the official currency, and the sectoral structure of the economy are all factors that change the context in which these indicators are read.

Professional advice: never analyse debt ratios at a single point in time. Comparing them across three to five business years reveals trends a one-year snapshot can't show, and comparison with the industry average provides real context for assessing risk.

Debt ratios vary by industry, so a debt ratio of 0.65 can be entirely normal for hospitality and alarming for a service company with no fixed assets. Comparison with competitors within the same industry gives far more useful insight than comparison against general standards.

The tax treatment of interest in Croatia affects the real cost of debt. Interest on business loans is tax-deductible, which reduces the effective cost of borrowing but doesn't eliminate liquidity risk. An analyst who overlooks that dimension may underestimate a company's real burden.

Through its corporate portal, GNK ASG presents financial statements with short-term and long-term liabilities clearly separated, enabling precise application of all the indicators above without additional data adjustments.

The value of an indicator alone says nothing without context. A debt ratio of 0.60 can be acceptable or concerning, depending on the sector, the company's development stage, and the structure of its debt.

A practical interpretation framework: A debt ratio below 0.50 means a company primarily finances assets from its own sources — lower risk for creditors, but possible underuse of financial leverage. A debt ratio between 0.50 and 0.70 is a zone of elevated but often acceptable risk, requiring trend monitoring and sector comparison. A debt ratio above 0.70 means outside capital dominates — any drop in revenue or rise in interest rates can threaten solvency.

When the debt-to-EBITDA factor exceeds 5, that's a signal for an urgent review of financial strategy. Control measures Croatian companies most often apply include refinancing short-term liabilities into long-term ones, selling non-productive assets, raising capital, and restructuring business activities to improve EBITDA. Each of these measures directly changes the value of one or more debt ratios, so they should be tracked quarterly, not just annually.

Croatia has no legally prescribed threshold values for debt ratios for private companies, but the regulatory framework indirectly affects their interpretation in several ways.

For companies seeking state concessions or entering contracts with the public sector, the Croatian Ministry of Finance applies its guidance for calculating financial indicators with clear reference values. A debt ratio above 0.50 can be grounds for rejecting or conditioning a bid.

The Croatian National Bank, through prudential requirements for credit institutions, indirectly influences how banks assess client indebtedness when approving loans. A company with a debt-to-EBITDA factor above 5 will find it harder to obtain favourable financing terms, regardless of other business indicators.

Financial statements of companies of special interest to Croatia are subject to additional oversight and public disclosure, which increases pressure for transparency and consistency in presenting debt ratios. For such companies, deviation from recommended values carries reputational risk as well as financial risk.

Debt ratios reliably measure a company's financial stability only when analysed together, in a sector context, and over a longer time period.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/debt-ratios-a-financial-analysis-guide/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Transparency Is Not a Burden, It's an Advantage

Transparency Is Not a Burden, It's an Advantage

A company afraid of public registries is probably afraid of its own structure, not the public. A commentary by Nermin Sefić.

A company afraid of public registries is probably afraid of its own structure, not of the public.

A company afraid of public registries is probably afraid of its own structure, not of the public.

Transparency is too often treated as a regulatory obligation to be minimally satisfied, rather than a tool that eases every future conversation with a partner, bank, or investor. GNK ASG d.o.o. and GNK DINAMO Ltd. publicly document their ownership and governance structure precisely because that answers in advance questions that would otherwise need explaining in every individual negotiation.

This commentary is part of the GNK ASG Intelligence Desk system and is informational in nature.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/commentary/transparency-is-not-a-burden-its-an-advantage/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb #TransparencyIsNotaBurden #Itx27sanAdvantage

Risk Is Not Eliminated, It Is Managed

Risk Is Not Eliminated, It Is Managed

A company claiming to have eliminated risk has usually just stopped measuring it. A commentary by Nermin Sefić.

A company that claims to have eliminated risk has usually just stopped measuring it.

A company that claims to have eliminated risk has usually just stopped measuring it.

Every business decision carries risk that can be reduced, transferred, or consciously accepted, but never fully removed — a claim of complete risk elimination usually means it's no longer being tracked, not that it's gone. The GNK DINAMO Ltd. Group treats risk as an ongoing assessment process, not a one-time project that gets closed and forgotten.

This commentary is part of the GNK ASG Intelligence Desk system and is informational in nature.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/commentary/risk-is-not-eliminated-it-is-managed/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb #RiskIsNotEliminated #ItIsManaged

nedjelja, 2. kolovoza 2026.

A Good Decision Needs Time, Not Hesitation

A Good Decision Needs Time, Not Hesitation

A fast decision and a good decision are not the same, but a slow decision is not automatically better. A commentary by Nermin Sefić.

A fast decision and a good decision aren't the same thing, but a slow decision isn't automatically better either.

A fast decision and a good decision aren't the same thing, but a slow decision isn't automatically better either.

The difference between a considered decision and hesitation isn't the time elapsed, but whether that time was used to gather relevant information or to avoid responsibility. Practice within GNK ASG d.o.o. starts from the rule that every major decision has a defined deadline and a clearly named decision-maker — that prevents both rashness and endless delay.

This commentary is part of the GNK ASG Intelligence Desk system and is informational in nature.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/commentary/a-good-decision-needs-time-not-hesitation/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb #AGoodDecisionNeedsTime #NotHesitation

Currency Hedging for Exporters

Currency Hedging for Exporters

Nermin Sefić analyses currency hedging, key risks, and practical consequences for exporters exposed to foreign-exchange volatility.

An exporter who doesn't hedge currency risk is actually taking a speculative position, even when that decision was never consciously made.

An exporter who doesn't hedge currency risk is actually taking a speculative position, even when that decision was never consciously made.

A company invoicing in foreign currency while incurring costs in domestic currency automatically carries currency risk regardless of whether it has ever formally analysed or decided to manage it.

Indirect hedging through natural alignment of revenue and costs in the same currency is often cheaper than financial instruments, but requires a deliberate contract structure, not coincidence.

When natural hedging isn't sufficient, forward contracts and currency options only make sense with a clearly defined policy — what percentage of exposure is covered, over what term, and with what approval.

The absence of a written currency policy doesn't mean the absence of risk; it just means no one is formally deciding on it.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/currency-hedging-for-exporters/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb #CurrencyHedgingforExporters

Managing a Company's Intellectual Capital

Managing a Company's Intellectual Capital

Nermin Sefić analyses intellectual capital, key risks, and practical consequences for companies and investors assessing institutional knowledge.

Knowledge that exists only in employees' heads doesn't show up on any balance sheet, but it disappears along with them.

Knowledge that exists only in employees' heads doesn't show up on any balance sheet, but it disappears along with them.

Intellectual capital — internal processes, know-how, client relationships, and institutional knowledge — is rarely formally documented even though it often makes up more of a company's real value than its tangible assets.

That value doesn't appear in standard financial statements, which makes it easy to overlook until a key person leaves the company and the knowledge leaves with them.

Systematically documenting processes, internal handbooks, and the reasoning behind past decisions turns scattered knowledge into an asset the company actually owns, rather than merely borrows from current employees.

Due diligence processes increasingly assess how institutionalised a company's knowledge is versus how concentrated in individuals — that directly affects perceived investment risk.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/managing-intellectual-capital/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Mineral Supply Chain Transparency

Mineral Supply Chain Transparency

Nermin Sefić analyses supply chain transparency, key risks, and practical consequences for companies sourcing critical raw materials.

Companies unable to trace the origin of key raw materials are increasingly losing access to markets that document that requirement.

Companies unable to trace the origin of key raw materials are increasingly losing access to markets that document that requirement.

Regulatory requirements for documented origin of critical raw materials — from minerals to semiconductor components — are spreading faster than the average supply chain's readiness to meet them.

Origin tracing is no longer solely an ethical-sourcing issue; it's becoming a condition of access to certain markets and public tenders across multiple jurisdictions simultaneously.

A practical approach begins with mapping the supply chain to the level where origin is actually verifiable, not just declared, and with contract clauses that pass that obligation further down the chain.

Companies that build supply-chain transparency in advance, rather than reactively under regulatory pressure, retain greater flexibility in supplier choice.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/mineral-supply-chain-transparency/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Third-Party Technology Vendor Audits

Third-Party Technology Vendor Audits

Nermin Sefić analyses third-party vendor risk, key exposures, and practical consequences for companies and their technology supply chains.

Assessing the security of your own systems is meaningless if it doesn't extend to suppliers who have access to the same data.

Assessing the security of your own systems is meaningless if it doesn't extend to suppliers who have access to the same data.

Most serious security incidents in recent years didn't originate inside a company's primary system, but through a supplier or subcontractor with legitimate access.

A standard compliance questionnaire filled out once at contract signing doesn't reflect a supplier's actual security practice two or three years later.

A practical framework includes periodic review of supplier access rights, a clear clause obligating incident reporting within a defined deadline, and the right to independent verification for critical suppliers.

The cost of third-party audits is almost always lower than the cost of an incident that originated through a supplier outside the company's direct control.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/third-party-technology-vendor-audits/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Succession Planning for Key Organizational Roles

Succession Planning for Key Organizational Roles

Nermin Sefić analyses succession planning, key risks, and practical consequences for companies relying on a single point of failure.

Organisational resilience isn't measured by headcount, but by the number of critical functions that depend on exactly one person.

Organisational resilience isn't measured by headcount, but by the number of critical functions that depend on exactly one person.

Every organisation has positions whose sudden loss would stop or significantly slow key processes — the question isn't whether such positions exist, but whether they've been identified.

A succession plan doesn't necessarily mean a pre-named replacement; it means a documented process, access rights not tied exclusively to one person, and clear accountability for knowledge transfer.

Regular assessment of critical-knowledge concentration — who is the only person who knows how something works — is cheaper in advance than after that person leaves or becomes unavailable.

The practice of documenting processes independent of the individual is part of the broader discipline of operational resilience, not just a human-resources question.


Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/succession-planning-for-key-organizational-roles/

Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..

#GNKASG #GNKDINAMOLtd #NerminSefic #BusinessIntelligence #NerminSefić #GNKASGdoo #Zagreb

Traceability of Management and Oversight Decisions

Autor: Nermin Sefić Nermin Sefić analyses decision traceability, key governance practices, and consequences for boards and management. De...