Analysis – Page 3
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Getting to grips with risk criteria
Not all risks are easily measurable, but that doesn’t mean they can’t form part of your risk criteria, argues Sarah Gordon, chief executive of Satarla
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The myths that hold risk managers back from making a difference at the top table
“I look after strategic risk and you look after operational risk”. When you place risk management into categories, you stop performing ERM and prevent yourself from helping the board make risk-intelligent decisions. Here’s Sarah Gordon’s (chief executive of Satarla) take on #ChangingRisk and influencing decision-making
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How to build and lead effective risk workshops
From the five-point plan to the elevator pitch, Sara Benwell gets the essential tips on how to build engagement through risk workshops from risk expert and founder of GOAT Risk Solutions, Danny Wong
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Hunting Black Swans
Benedikt Hintze, senior risk and insurance manager, Georgsmarienhütte Holdings shares thoughts on #ChangingRisk and his new book, ‘Insurance Manager Convinces Company Boss’
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The essential ERM toolkit for risk managers
Backed by our #ChangingRisk campaign, we’ve launched a new training programme. This course is first in a series of two. Places are limited, book your place now to avoid disappointment
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Using risk management to influence decisions
Challenge your company’s risk profile, values versus objects, build a risk culture, are some of the outcomes in our risk management training course. This course is the second in a series of two. Places are limited, book your place now to avoid disappointment
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Risk culture or culture risk?
In this article, Business Olympian Group, director, Gavin Freeman, will try to unpack the meaning of “risk culture” and assess whether the role of risk teams is to measure risk culture or culture risk
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Risk culture – creating clarity from chaos
Corporate toxicity, disruptive innovation and competition – can all be managed with strong risk culture set from the top down, writes Horst Simon of The Risk Culture Builder
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Culture and trust in a complex and disruptive world
Disconnected risk culture (DRC), says Alan Hilburg, president, Hilburg Associates, is the single greatest threat to organisations over the next five years. Why? Failing to culturally connect multi-generational and multi-cultural workforces has created a global crisis of distrust within organisations - and historic levels of risk.
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Top 10 tips for building risk culture
Identifying, analysing and dealing with risks is against human nature. The sooner we accept this, the easier it will be to integrate risk management into decision making, writes Alex Sidorenko, chief executive of Risk Academy
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The future is in the ‘radical risk management process’
Risk management is a mental process, not a technical one of data gathering, evaluation and reporting. Those who do nothing will just be exploited by those who constantly change and improve. So, swap tradition for a four-tiered ‘radical’ risk management process, writes Horst Simon of Risk Culture Builder
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Re-think, Enable, Execute – a modern approach to risk management
It is time to re-think what you are doing to optimise risk, add value and get business rewards. If your focus is on control and mitigation, you will just take less-and-less risk and the result is less-and-less reward. This is Horst Simon’s of Risk Culture Builder rview for #ChangingRisk
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Risk management blended with data will deliver incisive decision-making
Risk management is transforming, but data is the game-changer in #ChangingRisk for the future, says Danny Wong, founder of GOAT Risk Solutions and former director of corporate risk at IHG
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Less than two-thirds of businesses worldwide are confident about their ability to manage risks to business growth
Confidence levels vary dramatically from 39% in the UK to 70% in Continental Europe as protectionist economic policy threatens to undermine companies’ international growth ambitions
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Traditional risk management concerns prevail in global corporations
Traditional financial and operational performance top global risk management concerns over the next 12 months, while much-publicised issues such as environment, tax and diversity lag well behind
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Dive In 2018: Our battle against bias
Ahead of this month’s Dive In festival, Karla Gahan of VinciWorks, says “by relying so heavily on shortcuts, we are tapping into our biases and risk making poor choices”
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Why does risk management need a systemic approach?
Christoph Schwager, managing director of SRI Strategic Risk Institute and former Chief Risk Officer, Airbus Group and Partner EY explains why risk management always needs a systemic approach.
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I am in the process of developing my ERM programme. What common mistakes should I avoid?
When it comes to implementing a successful ERM program, sometimes learning what not to do is just as important as learning what to do. StrategicRISK spoke with one of Taiwan’s most experienced risk managers, Jeff Yeo, to get his tips and tricks on ERM.
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“Risk? What risk?” How do you get buy in from risk owners who want to tell you they have no problems?
Seasoned risk and internal audit leader Chris Corless discusses the road block most risk managers have come up against—the resistant risk owner
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Four future risk management trends you need to know about today
StrategicRISK spoke to Risk Academy chief executive officer, Alex Sidorenko, for some crystal ball gazing about what the future of risk management might look like