Marcus Beard

Partner

Areas of Focus

Education

University of Bath
Bachelor of Engineering (BEng), Chemical and Bio Process Engineering, First Class with Honors

Past Experience

BP Chemicals
Undergraduate Engineer

Marcus is a Partner at Arthur D. Little, based in our Cambridge office in the United Kingdom.

Marcus has 21 years of experience in safety and risk consulting, serving clients in the rail and metro industries, but has also worked in road transport, oil and gas, energy, and construction. 

His core areas of expertise include strategic safety risk management, corporate safety development programs, leadership, risk assessment, culture, safety validation, and decision-making. 

Marcus has acted as a board adviser on wide-ranging issues associated with risks from growth, start-up, and assurance. 

He has worked internationally, including across Africa and Europe, and in Hong Kong, Japan, and the US. 

Marcus is a highly experienced trainer, having delivered many learning programs to senior managers across the UK, North America, and Hong Kong. He has served as an expert witness to court in a number of high-profile legal proceedings.

Outside of work, Marcus is a passionate photographer (www.genkiphotographer.com)

Recent Publications

AVOIDING SURPRISES – A CASE FOR NEXT-GENERATION RISK ASSURANCE
A more proactive approach is to systematically consider how assurance arrangements can be upgraded to minimize the chance of such events materializing. In recent years, the Three Lines Model from the Institute of Internal Auditors (IIA) has evolved to become a potentially valuable, overarching guide for assurance and governance, although many organizations struggle to practically integrate its key principles into their business operations and decision-making processes.One challenge is balancing the extent of separation and collaboration between the three lines.
Risk: Strengthening business resilience after COVID-19
Despite that they had invested in comprehensive crisis management planning, the spread of COVID-19 found many companies ill-prepared, even though it was a known risk with extreme consequences and a reasonable likelihood of occurring. Looking at the evidence, the authors consider the underlying causes of this poor preparedness and set out the key elements of a new business resilience approach suitable for the post- COVID-19 world.
Next-generation business resilience management
Responses from large companies to the COVID-19 crisis have brought into sharp focus serious shortcomings in current risk and business continuity management approaches, such as lack of suitable data and intelligence, inadequate appreciation of risk velocity, and not enough agility to adapt to rapidly changing situations. Well before the crisis, Arthur D. Little (ADL) pioneered and deployed a new business resilience management approach with, at its core, an innovative predictive analytics tool powered by machine-learning technology to address these shortcomings.
Beyond carrots and sticks
Many organizations that have undertaken safety improvement initiatives have found that while easy wins are typically accomplished early on, further progress often becomes increasingly difficult. Safety improvement typically depends on changing human behavior, which is driven by underlying emotion, habit and instinct, and not wholly rational or predictable. “Carrots and sticks” and other traditional methods therefore have limited impact on influencing behavior, and fail to truly engage employees and managers.

Marcus is a Partner at Arthur D. Little, based in our Cambridge office in the United Kingdom.

Marcus has 21 years of experience in safety and risk consulting, serving clients in the rail and metro industries, but has also worked in road transport, oil and gas, energy, and construction. 

His core areas of expertise include strategic safety risk management, corporate safety development programs, leadership, risk assessment, culture, safety validation, and decision-making. 

Marcus has acted as a board adviser on wide-ranging issues associated with risks from growth, start-up, and assurance. 

He has worked internationally, including across Africa and Europe, and in Hong Kong, Japan, and the US. 

Marcus is a highly experienced trainer, having delivered many learning programs to senior managers across the UK, North America, and Hong Kong. He has served as an expert witness to court in a number of high-profile legal proceedings.

Outside of work, Marcus is a passionate photographer (www.genkiphotographer.com)

Recent Publications

AVOIDING SURPRISES – A CASE FOR NEXT-GENERATION RISK ASSURANCE
A more proactive approach is to systematically consider how assurance arrangements can be upgraded to minimize the chance of such events materializing. In recent years, the Three Lines Model from the Institute of Internal Auditors (IIA) has evolved to become a potentially valuable, overarching guide for assurance and governance, although many organizations struggle to practically integrate its key principles into their business operations and decision-making processes.One challenge is balancing the extent of separation and collaboration between the three lines.
Risk: Strengthening business resilience after COVID-19
Despite that they had invested in comprehensive crisis management planning, the spread of COVID-19 found many companies ill-prepared, even though it was a known risk with extreme consequences and a reasonable likelihood of occurring. Looking at the evidence, the authors consider the underlying causes of this poor preparedness and set out the key elements of a new business resilience approach suitable for the post- COVID-19 world.
Next-generation business resilience management
Responses from large companies to the COVID-19 crisis have brought into sharp focus serious shortcomings in current risk and business continuity management approaches, such as lack of suitable data and intelligence, inadequate appreciation of risk velocity, and not enough agility to adapt to rapidly changing situations. Well before the crisis, Arthur D. Little (ADL) pioneered and deployed a new business resilience management approach with, at its core, an innovative predictive analytics tool powered by machine-learning technology to address these shortcomings.
Beyond carrots and sticks
Many organizations that have undertaken safety improvement initiatives have found that while easy wins are typically accomplished early on, further progress often becomes increasingly difficult. Safety improvement typically depends on changing human behavior, which is driven by underlying emotion, habit and instinct, and not wholly rational or predictable. “Carrots and sticks” and other traditional methods therefore have limited impact on influencing behavior, and fail to truly engage employees and managers.

More About Marcus
  • University of Bath
    Bachelor of Engineering (BEng), Chemical and Bio Process Engineering, First Class with Honors
  • BP Chemicals
    Undergraduate Engineer