All StrategicRISK Global articles in Q3 2023
View all stories from this issue.
-
OpinionThe biggest problem in supply chain risk management
Risk management expert Adriano Lanzilotto explains what supply chains and SatNavs have in common, and why data is the most important tool in a risk manager’s arsenal.
-
OpinionOpinion: much of risk mitigation is a waste of time - what to do instead
The world is changing and risk managers must adapt, argues Hans Læssøe, founder of AKTUS and former risk manager at The Lego Group. Here are his top three suggested priorities
-
AnalysisRisk briefing: CEO impersonation fraud on the rise
The increasing use of artificial intelligence has made CEO impersonation fraud more accessible, against the backdrop of inflation and economic uncertainty. Here’s what risk managers must know
-
OpinionHow to boost your company’s immune system with strategic risk management
Volkan Can, enterprise risk manager of a global building materials company, and board member of the Enterprise Risk Management Association of Turkey, shares his tips on how risk managers can operate more effectively to improve the health of their organisations.
-
AnalysisFive ways boards can get better at anticipating and adapting to emerging risks
Only 23% of boards are classified as highly resilient, according to research from EY. Here’s how they can step up and help manage the risks that threaten the organisations they serve
-
FeaturesEverything risk managers need to know about North Korea
North Korea’s combination of cloak-and-dagger unpredictability and positioning makes it a presence that is at best disquieting, at worst deeply alarming for risk managers in APAC and beyond.
-
Editor's LetterSR Q3 2023: Adapt or die
As the world of risk gets increasingly complex, there is a golden opportunity to elevate the profession beyond insurance buying, to strategic, value-adding, board-level ERM. Those risk managers who fail to step up and grab it with both hands may quickly become irrelevant.
-
Case StudiesCase study: how to overcome board resistance to integrate a risk management programme
The key to successful integration of your risk programme lies in the bonds you make at the executive level, says Darlene Halwas, a board member of Carbon Management Canada. Forming close ties, developing trust through transparency and being a source of help, means you have a voice on the board ...
-
Expert ViewsHow risk and insurance managers can take control through engineering and international programmes
When international programmes and risk engineering go hand in hand, risk and insurance managers can truly take control of their exposures, say Philip Brandl and Reto Collenberg.
-
Special ReportsSpecial report: Risk culture
Learn how to shape a positive risk culture that leads to more proactive risk assessment and better organisational decision-making.
-
Expert ViewsA best practice guide to developing climate resilience
EXPERT VIEW: Climate change may already be here, but we can – and must – work ahead of time to map out our exposures for the impacts still to come. International SOS’s James Wood explores how to build climate resilience, through data analysis, assigning accountability and securing investment.
-
Special ReportsSpecial report: Climate change
Climate change is already here - so what now? Learn how organisations can start meeting the challenges head on and turn risks into opportunities
-
Expert ViewsKeep your eyes and ears open to move the needle on risk culture
EXPERT VIEW Riskonnect’s Claire Hopper has advice on how to build a culture where everyone incorporates risk considerations into everything they do – making sure they are always looking, listening and mitigating for potential problems.
-
FeaturesPlugging the risk management talent gap
Baby boomers are retiring, and with them goes their vast experience. But instead of welcoming in a new wave of ambitious young recruits, we face a skills shortage. How will the industry encourage the next generation of talent to come in and make this evolving role their own?
-
Expert ViewsInside BHSI’s regional blueprint
EXPERT VIEW: In 2020, Berkshire Hathaway Specialty Insurance (BHSI) used its business blueprint to build a Manchester-based UK national team. Here its four leaders discuss the state of UK national business and how it has become both wanted and needed – by leaning in to serve customers through their most ...
-
FeaturesGaining the power to change your risk culture
Our trio of experts share the steps they’ve taken to create a positive risk culture and how you can use these to embed risk into organisation-wide decision-making.
-
Special ReportsClimate risk survey 2023 results: how to boost board engagement
Our 2023 climate change survey shows businesses taking compliance seriously but falling short on funding, let alone real action. Can risk managers light a fire under such tepid board engagement?
-
FeaturesResearch shows that prevention works when it comes to ransomware attacks
Just two years ago, ransomware was crippling organisations to the tune of millions of dollars. Today, risk management can cautiously celebrate, having reduced the severity and number of claims. But with a new wave of attacks likely around the corner, it’s not quite game over.
-
Case StudiesCase study: how one exporter used risk culture to reduce operational, branding, financial, and market-related risks
An India-based SME experienced growing pains as demand for its products swelled. IRM’s Hersh Shah talks us through the rescue plan: a formalised approach to risk and a risk culture built on accountability and communication.
-
FeaturesHow to create a risk culture strategy that works
The benefits of a healthy risk culture may be well-understood, but how can risk managers establish where their organisation is on the spectrum of good to bad, and make measurable improvements? Sara Benwell investigates.
