All Risk News articles – Page 87
-
AnalysisWill insurers join us in the future?
The ever-shifting business landscape means all too often new risks are labelled ‘uninsurable’. But insurers do want to change this. Our latest campaign, #ChangingInsurance, aims to push things forward
-
AnalysisRisk monitoring: 6 considerations for understanding this make or break moment
Businesses take risks all the time but fail to monitor and manage these risks effectively, but Carol Williams, enterprise risk management consultant and founder of ERM Insights, has some tips to ensure risk monitoring is done in a way
-
AnalysisEnvironmental bonds: When polluter pays
If a site suffers an environmental accident, the operator is liable for clean-up – even if insolvent. Environmental bonds let you breathe, knowing your costs, and your reputation, are covered
-
AnalysisTop risks: a consolidated analysis
We are bombarded by numerous reports of the top risks to companies now and in the future. But what do they really mean for risk managers? Gabriel Souza, risk management specialist takes a detailed look at six risk reports and has this analysis
-
AnalysisQuantitative risk analysis can triumph if applied correctly
Here’s some Friday fun: in a two-week experiment to prove the value of quantitative risk analysis, Alex Sidorenko, chief executive of Risk Academy, and a consortium of risk managers took extreme measures. They set out to build a risk model for winning the lottery. The result was very positive…
-
AnalysisPlaying for the defence: what risk managers can learn from football
From Paolo Maldini to Sir Alex Ferguson, risk managers can learn from the strategies deployed on the football pitch. And the greatest lessons come from the invisible defender: the goalkeeper or, in other words, the risk manager, writes Adriano Lanzilotto, vice-president, client service manager, (London operations) at FM Global
-
AnalysisThree levels of strategic risks
The concept of strategic risks has been given a lot of attention. ‘Strategy’ is possibly the hottest and sexiest word in business – but what does it actually mean in terms of risk management? Hans Læssøe, principal consultant at AKTUS, has this answer
-
AnalysisWhat should your risk function deliver in the 2020s?
The 1990s was the decade of training. Then came the decade of assuring, when audit drove the risk agenda. This decade, companies have developed a “look forward” culture, but what should the next decade in risk bring? Bryan Whitefield, risk consultant, has this answer
-
AnalysisWhy risk management is failing in organisations
Risk management has become too complex: we’ve created our own language, placed ‘risk’ in front of or after words like ‘conduct’, ‘appetite’ and ‘reputation’, and separated it out from the world of business. So what’s the answer? Bryan Whitefield, risk consultant and director of Bryan Whitefield Consulting has this view
-
AnalysisFour simple steps to integrating risk management into strategic planning
Integrating risk management into strategic planning is not the same as conducting a strategic risk assessment or having a risk conversation at a strategy meeting. It is so much more, writes Alex Sidorenko, chief executive of Risk Academy
-
AnalysisWhy you need to rethink supply chains for the tariff storm
Escalating trade tensions between the US and China is creating headaches for risk managers, but there is a solution and it is all in the planning, says SAP Ariba ANZ, regional vice president, Henrik Smedberg.
-
AnalysisHow social media can damage a company’s reputation – and how to address it
As social media and the inherent value of reputation continue to grow, organisations will have to adapt their strategies for safeguarding their reputation. Carol Williams, enterprise risk management consultant and founder of ERM Insights, gives her tips for how ERM can help
-
AnalysisHow to optimise heatmaps to measure performance
The traditional use of heatmaps is useless and flawed but more sophisticated risk charts could be applied to better track the likelihood of meeting targets, writes Hans Læssøe, principal consultant at AKTUS and former risk manager of The LEGO Group
-
AnalysisLloyd’s risks becoming ‘irrelevant’ unless it grasps tech revolution, says boss John Neal
’Once-in-a-generation opportunity’ to lead the marketplace in delivering innovative services and solutions, argues Lloyd’s head
-
AnalysisWhere should risk management be placed within the governance structure of a business?
As long as risk managers have access to the decision-makers at the top table, it doesn’t matter where they fit within the organisational structure. But there are arguments for why risk management should sit with internal audit, writes Alex Sidorenko, chief executive of Risk Academy
-
AnalysisWe are trying to revolutionise risk
When it comes to risks, the only constant is change. We have launched the #ChangingRisk survey to find out how you, the industry, believe we can adapt, so that we remain most valuable and relevant in this rapidly moving business world. Here’s a preview of the results so far
-
AnalysisFour changes risk managers must make if they want to make a difference
Risk managers need to change the way they view, approach and act on risk. There are no quick fixes, just a hard process for #ChangingRisk, writes Hans Læssøe, principal consultant at AKTUS and former risk manager of The LEGO Group
-
AnalysisMaking risk management a state of mind
Get away from your desks, network, build relationship and understand what is close to the hearts of the top table. These are just some of tips offered by Alexander Larsen, president of Baldwin Global Risk Services, for how risk managers can make a difference in #ChangingRisk
-
AnalysisThe questions that Marsh-JLT Specialty will need to address in Harrogate
Marsh’s UK and Ireland chief executive Chris Lay tells StrategicRISK that more JLT staff are likely to leave as premium increases put pressure on brokers to work harder
-
AnalysisRisk managers need to be brave and reach the next level
Airmic board member and risk manager for BT Tracey Skinner explains why risk managers need to talk to as many people as possible and not be blinded by their jargon
