88 Articles found for subject: Risk Management

Pressure is mounting for organizations to not only detect threats, but to also prevent them—before they can affect critical business processes or sensitive data. These potential threats include enterprise’s brand equity, competitive posture and reputation.

Content: Article | Source: Deloitte | Subjects: Management, Risk Management

Ensuring that a company’s risks are effectively identified, evaluated, and managed is among the most important responsibilities of a board of directors. The science of risk management continues to evolve. Lessons learned from past failures are being leveraged to ensure that a company’s risk management is built on the right foundation and evolving in the right direction. By asking the following seven questions today, directors … [ Read more ]

Content: Article | Author: Eric Krell | Source: Business Finance Magazine | Subject: Risk Management

Supply chain risk is an increasingly common topic and for good reason: Almost any disruption—weather event, supply failure, technology glitch, financial fiasco—can affect a company’s ability to manage its supply chain. Accenture discusses the many forms of risk, surveys risk management technologies and introduces a five-step risk management program.

Content: Article | Authors: Carlos A. Alvarenga, Eric E. Lehmann | Source: Accenture | Subjects: Operations, Risk Management

Risk-averse midlevel managers making routine investment decisions can shift an entire company’s risk profile. An organization-wide stance toward risk can help.

Content: Article | Authors: Dan P. Lovallo, Tim Koller, Zane D. Williams | Source: McKinsey Quarterly | Subjects: Finance, Management, Organizational Behavior, Risk Management

Some types of risk pose a peskier problem than others for the success of complex projects, but the outcome of large-scale initiatives ultimately rests on how capably managers and their subordinates can detect and respond to unforeseen emergencies. Changing requirements for the project, shifting customer needs, and communication breakdowns are the most frequent and damaging types of risk.

Content: Article | Source: strategy+business | Subjects: Project Management, Risk Management

In a highly competitive environment, companies can focus too much attention on maximizing profits in the short term, while neglecting basic principles of the risk management process. Many bankruptcies, including those of big and successful companies listed on the New York Stock Exchange (NYSE), have stemmed from a failure to plan for the downside of risk. Enterprise stability and a company’s chance for survival can … [ Read more ]

Content: Article | Author: Zbigniew Krysiak PhD | Source: Graziadio Business Report | Subject: Risk Management

A new study finds that underestimating strategic risk is the number one cause of shareholder value destruction. But it doesn’t have to be.

Content: Article | Authors: Christopher Dann, Christopher Pencavel, Matthew Le Merle | Source: strategy+business | Subjects: Risk Management, Strategy

Numerous companies’ attempts to engage directors in risk management have failed either because those attempts themselves were not properly conceived or directors – and the companies – lacked specific tools to meaningfully involve directors. These authors advance three highly practical and effective tools that will enable boards to make that meaningful contribution to the risk management discussion.

Content: Article | Authors: Alex Wittenberg, Tom McDowell | Source: Ivey Business Journal | Subjects: Corporate Governance, Risk Management

Disrupter analysis can help assess the risks of future catastrophic events.

Content: Article | Author: Matthew Le Merle | Source: strategy+business | Subject: Risk Management

Almost all companies today maintain a dedicated team of professionals to manage talent, and many also employ at least a few full-time professionals to manage risk because both are major agenda items for boards and senior executives. But few organizations systematically encourage their talent and risk managers to work together collaboratively to pursue broader goals, specifically enhancing enterprise value.

We believe talent and risk are intimately … [ Read more ]

Content: Article | Source: Deloitte | Subjects: Human Resources, Risk Management

When one company merges with another, common business wisdom suggests that the newly combined firm has a lower risk of going into default, because the transaction gives the merged corporation greater diversity than the two individual participants. But according to a study by Craig Furfine, a clinical professor of finance at the Kellogg School of Management, and Richard Rosen, of the Federal Reserve Bank of … [ Read more ]

Content: Article | Source: Kellogg Insight | Subjects: Mergers & Acquisitions, Risk Management

Business models help support strategic goals, but too often executives don’t inject them with the necessary dose of creativity to bring about real success, according to new research by INSEAD professors Karan Girotra and Serguei Netessine.

Content: Article | Author: Mrinalini Reddy | Source: INSEAD Knowledge | Subjects: Innovation, Risk Management

How rational managers came to be seen as reckless risk takers…
…but have been behaving sensibly all along

Content: Article | Authors: Jeff Schulz , Michael E. Raynor, Mumtaz Ahmed | Source: Deloitte Review | Subject: Risk Management

Conventional risk management has focused on avoiding the risks to a business strategy, rather than understanding and managing the risks of the strategy itself. While the protection of existing assets is necessary, a diet of pure risk aversion likely will lead to extinction.

Content: Article | Authors: Frederick Funston, Henry Ristuccia, Stephen Wagner | Source: Deloitte Review | Subject: Risk Management

To avoid swinging between over-exuberance and excessive caution, set a disciplined target for your desired investment outcomes.

Content: Article | Authors: Alan Gemes, Peter Golder | Source: strategy+business | Subject: Risk Management

High performance requires a keen understanding of not only a company’s appetite for risk but also its capacity to manage that risk effectively. Companies that walk that fine line between the two can better protect themselves and pursue new marketplace opportunities.

Content: Article | Authors: Bill Spinard, Craig Faris, Paul F. Nunes, Steve Culp | Source: Outlook Journal (Accenture) | Subject: Risk Management

Businesses collect mountains of data and spend vast sums storing and protecting them. Yet excess data carry a steep price tag for storage, maintenance, and protection, and incalculable potential costs in terms of liability. Similarly, most companies guard their intellectual property at great expense. Yet many efforts to safeguard intellection property are ineffectual or even counterproductive – depressing the value of that which they hope … [ Read more ]

Content: Article | Author: Ted DeZabala | Source: Deloitte | Subjects: IT / Technology / E-Business, Risk Management

Risk-assessment processes typically expose only the most direct threats facing a company and neglect indirect ones that can have an equal or greater impact.

Content: Article | Authors: Eric Lamarre, Martin Pergler | Source: McKinsey Quarterly | Subject: Risk Management

How can today’s leaders become more adept at predicting, assessing and managing risk? The answer lies in enhancing one’s risk intelligence – reducing uncertainty by making strategic choices based on knowledge developed through observation, exploration, learning and sharing.

Content: Article | Author: Jim Murray | Source: LeaderValues | Subject: Risk Management

This publication provides information on the board’s role in risk oversight and includes six areas of focus coupled with action-oriented steps to take, along with questions for management, and tools that may help a board execute on its risk oversight responsibilities.

Content: Article | Source: Deloitte | Subjects: Corporate Governance, Risk Management