There are numerous strategic risk issues that might keep a chief risk officer or chief executive officer awake at night. Particularly since the financial meltdown, many are asking themselves (and anyone who will listen), “Do we need to do more in risk management?” Evaluating your program is an intense process,
Once you’ve quantified the risk surrounding your business decision (see my previous two posts on this topic) there comes the matter of presenting it in a manner that actually facilitates the decision making process, rather than bogging it down in irrelevant details. It’s not, of course, that executives are innumerate,
My introduction to the issue of risk in business decision making came rather abruptly and rudely during what I thought was going to be another routine quarterly business review with the executive committee. My particular agenda item was to present the business case for a “lite” version of one of
The best business book I’ve ever read (or at least the best by someone not named “Drucker”) has been “Competing on Value” by Mack Hanan and Peter Karp. Not trendy or full of consultant-speak buzzwords, first published in 1991, it’s simple, direct approach has stood the test of time, even
SAS and the Economist Intelligence Unit (EIU) have announced the release of the 2010 EIU report, "Rebuilding trust: Next steps for risk management in financial services," sponsored by SAS. The 2010 report includes the results of an online survey - that attracted 346 global respondents, all executives with risk management
How much time should be devoted to preparing for an important challenge? Depends on the challenge, I hear you say. From my experience, it is important to be aware of the challenges to be confronted when completing a significant project. Not under-estimating the real effort required, often depends on fitness
