Tag: enterprise risk management

New highly changeable risk environment

Aftershock: Adjusting to the New World of Risk Management

By Deloitte.
Following the latest global economic crisis, organizations of all types are still operating in a volatile, highly changeable risk environment. In a spring 2012 survey of 192 U.S. executives, Deloitte and Forbes Insights found that many are still working hard to make sense of this environment. In fact, a stunning 91% plan to reorganize and reprioritize their approaches to risk management in some form in the coming three years.

Indeed, survey respondents do not expect the volatility of recent years to subside any time soon. Many are concerned that it will increase: In fact, two-thirds of respondents identified financial risk as having the potential to be even more volatile over the next three years. Read more >

What Every CEO Needs to Know About The Cloud

By Andrew McAfee Harvard Business Review,
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In 2010 an IBM survey of more than 1,500 CEOs worldwide revealed a troubling gap: Close to 80% of them believed their environment would grow much more complex in the coming years, but fewer than half thought their companies were well equipped to deal with this shift. The survey team called it “the largest leadership challenge identified in eight years of research.”
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Unfortunately, the information technology infrastructure at many large companies only makes this challenge more difficult. Their technology environments actually impede their ability to sense change and respond quickly. While there is no simple fix for this problem, help is at hand in the form of cloud computing, a new suite of digital tools and approaches.

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Enterprise Risk Quotient and Supplier Risk Quotient

Source: ETHISPHERE  

“Risk Management from a New Perspective” Ensuring that the most pertinent risks to the viability of an organization are being addressed adequately is critical to an organization’s success. Many organizations have some form of a risk management program to help them manage and mitigate risks; however, understanding whether their program employs best practices and whether risks are being addressed adequately can be difficult without measuring effectiveness. More >

Innovation’s Nine Critical Success Factors

Source: Harvard Business Review
Author: Vijay Govindarajan

Your organization won’t innovate productively unless some underlying factors are in good shape. If “10” is outstanding and “1” is poor, how do you rate your organization on each of these?

1. A compelling case for innovation. Unless people understand why innovation is necessary, it always loses to core business or the performance engine in the battle for resources. The performance engine is bigger, is the center of power, and can justify resources based on short term financial results. So the case for innovation has to be made, and it better be compelling. Read more >

ISO 31000: La gouvernance des risques publics

Préparer le secteur public à la gouvernance des risques publics: premiers pas vers un référentiel ISO 31000: Cadre de gestion des risques et retours d’expériences

Source: Marsh, PRIMO

La gestion des risques occupe une place de plus en plus importante dans les préoccupations des dirigeants territoriaux. Dans un contexte de quête d’efficience plus marquée, de diversification des outils de la commande publique et de développement des partenariats, la gestion des risques devient un élément incontournable de la gestion publique. Elle participe à l’optimisation des ressources comme à l’atteinte des objectifs.

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The art of admitting failure

When it comes to business, we are incredibly unaccepting and fearful of making mistakes. And forget about admitting to our mistakes, as that may be construed as a sign of weakness.

But business and leadership is all about relationships. And in any relationship, things go wrong, mistakes are made, ups are followed by downs. The strength of a relationship is not how perfect it is, but how resiliently it deals with the inevitable failures.

Source: Harvard Business Review. Read more >

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