Andy Cox
Director Control Risks, UK
Новое исследование Control Risks на тему управления рисками и бизнес устойчивости в мире. В рамках исследования оценивается способность организаций идентифицировать, анализировать риски и разрабатывать адаптивные стратегии управления рисками
Integrating Risk Management Processes into Decision Making Case Study of the University of California
Erike Young, MPPA, CSP, ARM-EVice-Chair, U.S. TAG to ANSI for ISO TC262--Risk Management (ISO 31000)
Julia Graham
Technical Director and Deputy CEO, Airmic
Immediate Past President and Board Member, FERMA
The Fourth Revolution Managing risk in a changing worldAre you a tenant or an owner?
5th April 2016
Moscow
Татьяна Будишевская
Старший менеджер Deloitte
Современная методика оценки культуры управления рисками в организации
Практические инструменты внедрения риск-культуры
ISO 31000, a risk management standard for decision-makers
Alex Dali, MBA, ARM, CT31000
President
Global Institute for Risk Management Standards - G31000
Professor Jean-Paul Louisot, MBA, ARM, FIRM
Docteur ès Sciences de gestion de la Sorbonne
Formerly University Paris 1 Panthéon/Sorbonne–
Managing Partner JPLA_Consultants
ERM – Enterprise-wide Risk Management –
zTHE NEED FOR AN RM EDUCATION FOR ALL
6 Pitfalls when Implementing Enterprise Risk ManagementPECB
This webinar covers seven common pitfalls faced when establishing enterprise risk management. Also, it conveys the commitment necessary for the proper implementation in order to achieve organizational objectives over time.
Main points covered:
Major drawbacks in Enterprise Risk Management
• Weak tone at the top
• Focusing on issues instead of risks
• Not embedding ERM within business
• Not rethinking perspective towards risk
• Unidimensional risk evaluation
• Vague risk responses
Presenter:
Shady Hallab is an Experienced Manager at PricewaterhouseCoopers LLP in Montreal. He focuses mainly on managing and directing enterprise risk management programs and acts as a risk advisor for evaluating and recommending risk solution best practices for a wide range of private, public and government organizations.
Link of the recorded session published on YouTube: https://youtu.be/GRj_GdIqIo4
G31000 RMM helps organizations assess alignment to ISO31000 principles and current maturity level and to develop a roadmap for continuous improvement.
Global Institute for Risk Management Standards is a network of over 65,000 risk management experts across the world, more than 1000 people has been ISO31000 certified risk professionals.
G31000 Risk Management Maturity Model is the only globally recognized model that has been designed to closely align with the ISO31000:2009 principles.
Focuses not on formal elements of risk management but on the integration of risk management into activities, decision making and culture.
Created by a global team with extensive knowledge in risk management and risk maturity models.
Alex Sidorenko at the 6th G31000 Risk management conference in DubaiAlexei Sidorenko, CRMP
G31000 Risk management maturity model, presentation by Alex Sidorenko
Overview of 80 risk maturity models across industry and sectors, worldwide
Measuring the alignment of risk management and performance
G31000 model : the only model solely based on the ISO 31000 risk management principles
Collective expertise of the G31000 network for corporates, consultants, auditors and risk managers
Integrating Risk Management Processes into Decision Making Case Study of the University of California
Erike Young, MPPA, CSP, ARM-EVice-Chair, U.S. TAG to ANSI for ISO TC262--Risk Management (ISO 31000)
Julia Graham
Technical Director and Deputy CEO, Airmic
Immediate Past President and Board Member, FERMA
The Fourth Revolution Managing risk in a changing worldAre you a tenant or an owner?
5th April 2016
Moscow
Татьяна Будишевская
Старший менеджер Deloitte
Современная методика оценки культуры управления рисками в организации
Практические инструменты внедрения риск-культуры
ISO 31000, a risk management standard for decision-makers
Alex Dali, MBA, ARM, CT31000
President
Global Institute for Risk Management Standards - G31000
Professor Jean-Paul Louisot, MBA, ARM, FIRM
Docteur ès Sciences de gestion de la Sorbonne
Formerly University Paris 1 Panthéon/Sorbonne–
Managing Partner JPLA_Consultants
ERM – Enterprise-wide Risk Management –
zTHE NEED FOR AN RM EDUCATION FOR ALL
6 Pitfalls when Implementing Enterprise Risk ManagementPECB
This webinar covers seven common pitfalls faced when establishing enterprise risk management. Also, it conveys the commitment necessary for the proper implementation in order to achieve organizational objectives over time.
Main points covered:
Major drawbacks in Enterprise Risk Management
• Weak tone at the top
• Focusing on issues instead of risks
• Not embedding ERM within business
• Not rethinking perspective towards risk
• Unidimensional risk evaluation
• Vague risk responses
Presenter:
Shady Hallab is an Experienced Manager at PricewaterhouseCoopers LLP in Montreal. He focuses mainly on managing and directing enterprise risk management programs and acts as a risk advisor for evaluating and recommending risk solution best practices for a wide range of private, public and government organizations.
Link of the recorded session published on YouTube: https://youtu.be/GRj_GdIqIo4
G31000 RMM helps organizations assess alignment to ISO31000 principles and current maturity level and to develop a roadmap for continuous improvement.
Global Institute for Risk Management Standards is a network of over 65,000 risk management experts across the world, more than 1000 people has been ISO31000 certified risk professionals.
G31000 Risk Management Maturity Model is the only globally recognized model that has been designed to closely align with the ISO31000:2009 principles.
Focuses not on formal elements of risk management but on the integration of risk management into activities, decision making and culture.
Created by a global team with extensive knowledge in risk management and risk maturity models.
Alex Sidorenko at the 6th G31000 Risk management conference in DubaiAlexei Sidorenko, CRMP
G31000 Risk management maturity model, presentation by Alex Sidorenko
Overview of 80 risk maturity models across industry and sectors, worldwide
Measuring the alignment of risk management and performance
G31000 model : the only model solely based on the ISO 31000 risk management principles
Collective expertise of the G31000 network for corporates, consultants, auditors and risk managers
Enterprise Risk Management and SustainabilityJeff B
An overview of our endeavors at implementing ISO 31000 enterprise risk management and the importance of establishing good risk culture within the company.
Dr. Frank Herdmann
Chairman ISO/TC 262 AG 1
Лучшие практики внедрения риск-ориентированного мышления в Германии
Почему бизнесу не стоит управлять рисками интуитивно и чем может быть полезен риск-менеджер
PECB Webinar: Aligning ISO 31000 and Management of Risk MethodologyPECB
The webinar covers:
• ISO 31000 as the adopted standard, for ISO standards that have risk components, such as ISO 27005 and OHSAS 18001
• Description of Management of Risk (MoR) – how organizations can benefit
• Complementary values that ISO 31000 and MoR bring to each other
• How Risk Managers can evolve a practical approach to carrying out Risk Processes
Presenter:
This webinar was presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited.
Implementation of Enterprise Risk Management with ISO 31000 Risk Management S...PECB
The webinar covers:
• The start of any Enterprise Risk Management Program
• The approach to developing a framework that will assist organizations to integrate RM into their enterprise-wide risk management systems
• The relationship between the foundations of the risk management framework and their objectives
Presenter:
This webinar was presented by M. Youssef K, an executive consultant & trainer with several qualifications. He is an accomplished expert with over 10 years’ experience in the field of risk management, project and program management, PRINCE 2, Agile, EVM, business process analysis and design, as well as operational and organizational excellence.
Link of the recorded session published on YouTube: https://youtu.be/9fO-JqENL0I
C-Suite’s Guide to Enterprise Risk Management and Emerging RisksAronson LLC
Significant opportunities remain for organizations to continue to strengthen their approaches to identifying and assessing key risks. This program will provide an overview of Enterprise Risk Management (ERM) best practices and current emerging risks that should be on your radar for 2018.
Watch the complete webinar here: https://aronsonllc.com/c-suites-guide-to-enterprise-risk-management-and-emerging-risks/?sf_data=all&_sft_insight-type=on-demand-webinar
Alex Sidorenko talks about the new G31000 risk management maturity modelAlexei Sidorenko, CRMP
G31000 Risk management maturity model is a modern tool designed to help risk practitioners to implement risk management into organizational processes and the overall culture of the organization. This is a tool that will provide great value to internal auditors, risk managers and business functions alike. The risk maturity model is based on ISO31000:2009 principles and is suitable for any type of organization as well as any industry.
G31000 Risk management maturity model
Overview of 80 risk maturity models across industry and sectors, worldwide
Measuring the alignment of risk management and performance
G31000 model : the only model solely based on the ISO 31000 risk management principles
Collective expertise of the G31000 network for corporates, consultants, auditors and risk managers
Achieving integrated mandatory compliance with ISO 31000PECB
The webinar covers:
• Overview of ISO 31000
• Overview of PCI and HIPAA compliance
• Achieving integrated compliance through ISO 31000
Presenter:
This webinar was presented by Bogdan Dragomir, a security professional with over 24 years of experience in the IT field over 5 years as a Regional Security Manager with Savvis Communications being responsible for leading multiple security initiatives, being trusted adviser for many companies in South and Central US and coordinating penetration testing across US and UK. He is an expert in the area of Risk Management, Integrated Compliance, Secure Architecture Design and Analysis, Incident Management, Security Assessment and Auditing.
Link of the recorded webinar published on YouTube: https://youtu.be/gzwOFKCOYVo
Enterprise Risk Management - Aligning Risk with Strategy and PerformanceResolver Inc.
COSO, which has provided global thought leadership and guidance on internal control, enterprise risk management, and fraud deterrence for over three decades, recently released a draft update to the original COSO ERM Framework. This framework is widely used by organizations to enhance their ability to manage uncertainty, gauge risk, and increase stakeholder value. However, significant new risks have emerged since the Framework was released, demanding heightened board awareness and oversight of risk management, as well as improved risk reporting. For those organizations exploring ESRM – these themes will be strikingly familiar and the lessons learned, highly relevant.
Presentation by: Bob Hirth, Global Chairman of COSO.
Risk Reimagined! Series- The Importance of People and Culture to Effective Ri...Resolver Inc.
Copyright notice: The following slides are intended for professional use within an organization for discussion purposes only. Any other uses or modifications are strictly prohibited.
Any organization is an assembly of people: people who take risk as they manage and direct the enterprise; people who decide how much risk is acceptable or even desirable; and provide oversight of the management of risk across the extended enterprise.
Organizational culture has been the topic of study for many years.
• “Culture is how organizations ‘do things’.” — Robbie Katanga
• “Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” — Richard Perrin
Richard Anderson and Norman Marks share their views on this complex subject. They cover:
• What is the difference between the “risk” culture and the “organizational” culture? How can it be analysed?
• Who takes risk, and who should be responsible for deciding how much risk to take?
• Is there such a thing as a single risk level?
• Why do so many of us take different views of exactly the same risks? How does an organization decide which view is “right”?
• Is one person’s risk another’s opportunity?
• What about when the actions of one impact the success of another?
Five lines of assurance a new paradigm in internal audit & ermDr. Zar Rdj
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes.
Ольга Канчер
Начальник отдела страхования торговых кредитов Sealine Insurance Brokers
Страхование дебиторской задолженности (TCI): объем покрытия и методики оценки риска контрагентов
Актуальные тенденции развития и проблемы на российском рынке
Алексей Минин
Директор Института прикладного анализа данных Deloitte
Пятая ИТ революция в менеджменте – Интеллектуальные программные комплексы как инструмент снижения рисков для стоимости бизнеса
Enterprise Risk Management and SustainabilityJeff B
An overview of our endeavors at implementing ISO 31000 enterprise risk management and the importance of establishing good risk culture within the company.
Dr. Frank Herdmann
Chairman ISO/TC 262 AG 1
Лучшие практики внедрения риск-ориентированного мышления в Германии
Почему бизнесу не стоит управлять рисками интуитивно и чем может быть полезен риск-менеджер
PECB Webinar: Aligning ISO 31000 and Management of Risk MethodologyPECB
The webinar covers:
• ISO 31000 as the adopted standard, for ISO standards that have risk components, such as ISO 27005 and OHSAS 18001
• Description of Management of Risk (MoR) – how organizations can benefit
• Complementary values that ISO 31000 and MoR bring to each other
• How Risk Managers can evolve a practical approach to carrying out Risk Processes
Presenter:
This webinar was presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited.
Implementation of Enterprise Risk Management with ISO 31000 Risk Management S...PECB
The webinar covers:
• The start of any Enterprise Risk Management Program
• The approach to developing a framework that will assist organizations to integrate RM into their enterprise-wide risk management systems
• The relationship between the foundations of the risk management framework and their objectives
Presenter:
This webinar was presented by M. Youssef K, an executive consultant & trainer with several qualifications. He is an accomplished expert with over 10 years’ experience in the field of risk management, project and program management, PRINCE 2, Agile, EVM, business process analysis and design, as well as operational and organizational excellence.
Link of the recorded session published on YouTube: https://youtu.be/9fO-JqENL0I
C-Suite’s Guide to Enterprise Risk Management and Emerging RisksAronson LLC
Significant opportunities remain for organizations to continue to strengthen their approaches to identifying and assessing key risks. This program will provide an overview of Enterprise Risk Management (ERM) best practices and current emerging risks that should be on your radar for 2018.
Watch the complete webinar here: https://aronsonllc.com/c-suites-guide-to-enterprise-risk-management-and-emerging-risks/?sf_data=all&_sft_insight-type=on-demand-webinar
Alex Sidorenko talks about the new G31000 risk management maturity modelAlexei Sidorenko, CRMP
G31000 Risk management maturity model is a modern tool designed to help risk practitioners to implement risk management into organizational processes and the overall culture of the organization. This is a tool that will provide great value to internal auditors, risk managers and business functions alike. The risk maturity model is based on ISO31000:2009 principles and is suitable for any type of organization as well as any industry.
G31000 Risk management maturity model
Overview of 80 risk maturity models across industry and sectors, worldwide
Measuring the alignment of risk management and performance
G31000 model : the only model solely based on the ISO 31000 risk management principles
Collective expertise of the G31000 network for corporates, consultants, auditors and risk managers
Achieving integrated mandatory compliance with ISO 31000PECB
The webinar covers:
• Overview of ISO 31000
• Overview of PCI and HIPAA compliance
• Achieving integrated compliance through ISO 31000
Presenter:
This webinar was presented by Bogdan Dragomir, a security professional with over 24 years of experience in the IT field over 5 years as a Regional Security Manager with Savvis Communications being responsible for leading multiple security initiatives, being trusted adviser for many companies in South and Central US and coordinating penetration testing across US and UK. He is an expert in the area of Risk Management, Integrated Compliance, Secure Architecture Design and Analysis, Incident Management, Security Assessment and Auditing.
Link of the recorded webinar published on YouTube: https://youtu.be/gzwOFKCOYVo
Enterprise Risk Management - Aligning Risk with Strategy and PerformanceResolver Inc.
COSO, which has provided global thought leadership and guidance on internal control, enterprise risk management, and fraud deterrence for over three decades, recently released a draft update to the original COSO ERM Framework. This framework is widely used by organizations to enhance their ability to manage uncertainty, gauge risk, and increase stakeholder value. However, significant new risks have emerged since the Framework was released, demanding heightened board awareness and oversight of risk management, as well as improved risk reporting. For those organizations exploring ESRM – these themes will be strikingly familiar and the lessons learned, highly relevant.
Presentation by: Bob Hirth, Global Chairman of COSO.
Risk Reimagined! Series- The Importance of People and Culture to Effective Ri...Resolver Inc.
Copyright notice: The following slides are intended for professional use within an organization for discussion purposes only. Any other uses or modifications are strictly prohibited.
Any organization is an assembly of people: people who take risk as they manage and direct the enterprise; people who decide how much risk is acceptable or even desirable; and provide oversight of the management of risk across the extended enterprise.
Organizational culture has been the topic of study for many years.
• “Culture is how organizations ‘do things’.” — Robbie Katanga
• “Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” — Richard Perrin
Richard Anderson and Norman Marks share their views on this complex subject. They cover:
• What is the difference between the “risk” culture and the “organizational” culture? How can it be analysed?
• Who takes risk, and who should be responsible for deciding how much risk to take?
• Is there such a thing as a single risk level?
• Why do so many of us take different views of exactly the same risks? How does an organization decide which view is “right”?
• Is one person’s risk another’s opportunity?
• What about when the actions of one impact the success of another?
Five lines of assurance a new paradigm in internal audit & ermDr. Zar Rdj
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes.
Ольга Канчер
Начальник отдела страхования торговых кредитов Sealine Insurance Brokers
Страхование дебиторской задолженности (TCI): объем покрытия и методики оценки риска контрагентов
Актуальные тенденции развития и проблемы на российском рынке
Алексей Минин
Директор Института прикладного анализа данных Deloitte
Пятая ИТ революция в менеджменте – Интеллектуальные программные комплексы как инструмент снижения рисков для стоимости бизнеса
Большие данные: новые возможности для риск-менеджмента
С.В. Мальцева smaltseva@hse.ru
Москва, 4-5 апреля 2016
Специальный Профессиональный Форум НОВЫЕ ГОРИЗОНТЫ КОРПОРАТИВНОГО УПРАВЛЕНИЯ РИСКАМИ
Теория Игр как элемент философии оценки и управления рисками
Новые Горизонты корпоративного управления рисками
4 апреля 2016 г.
Елена Демиденко, ACCA, MBA
Приглашенный лектор Manchester Business School
Виген Минасян
Профессор, к.ф.-м.н., CIIA Высшая школа финансов и менеджмента РАНХиГС
Стимулы и риски в внутрикорпоративном управлении
Риски участников внутрикорпоративного управления, выраженные с помощью меры риска VaR
Angel Escorial
Генеральный директор Riskia
Современные методики и практический опыт развития культуры управления рисками в Испании и странах Латинской Америки
Kevin W. Knight
Chairman of ISO Working Group that developed ISO 31000
Мировые тенденции и необходимость интегрированного управления рисками в условиях кризиса
Статус актуализации ISO31000:2009 и работа TC262
Юлия Бровкович
Директор Deloitte
Практический мастер-класс: Управление кредитными лимитами
Модели оценки кредитного риска для различного типа контрагентов
Практический мастер-класс: Как использовать матрицы рисков и контролей для реинжиниринга операционных бизнес-процессов для внедрения риск-ориентированного принятия решений
Эдуард Сафиуллин
Руководитель управления по риск-контролю Фортум
Практический мастер-класс: Определение аппетита к риску в крупной энергетической компании
Определение аппетита к риску на уровне компании, обеспечение минимального уровня EBITDA и мониторинг соблюдения лимитов риск аппетита
Михаил Рогов
Независимый эксперт ЕЭК ООН, ISO TC 262
Риск-менеджмент и новая промышленная революция
Готовы ли современные организации к новой промышленной революции в области управления рисками?
Станислав Фурта
Профессор, д.ф.-м.н. Высшая школа финансов и менеджмента РАНХиГС
Практический мастер-класс: Связь между управлением рисками и управлением стейкхолдерами бизнеса
Как использовать привычные инструменты управления рисками для формирования каналов связи с ключевыми заинтересованными сторонами
Alberto Bastos
Founder, CTO Modulo Security, Brazil
Практический опыт управления рисками в Бразилии
Новая парадигма управления рисками в Латинской Америке
Павел Тихомиров
Председатель Центрального Арбитражного Комитета Росатом
Оценка рисков заказчика при вступлении в договорные правоотношения с поставщиками (подрядчиками, исполнителями), которые ранее нарушали свои договорные обязательства, путем ведения рейтинга негативной деловой репутации и механизм его применения в закупочной деятельности
Развитие методов управления рисками проектов нефтегазовой отрасли в рамках комплексной информационной системы управления проектами
Е.А. Рябчуков, Я.С. Крухмалева
From Bolt-on to Built-inManaging Risk as an Integral Part of Managing an Organization
New Horizons in Corporate Risk Management April 5, 2016 Moscow, Russia
Vincent Tophoff, International Federation of Accountants (IFAC)
Дмитрий Козлов
Генеральный директор
Тэктис
Роль управления рисками в области технологической безопасности для производственных компаний
Лучшие практики, результаты внедрения и факты о технологической безопасности
Управление рисками: программа и реальность – взгляд независимого директора совета директоров
Елена Чурина
Независимый директор Член совета директоров ВНИИС от Росимущества РФ
Председатель Экспертного Сообщества Агентства Инновационного развития регионов
Эксперт Агентства Стратегических Инициатив и Открытого Правительства РФ www.airussia.info
STRATEGIC PLANNINGManaging Risks A NewFrameworkby Rob.docxsusanschei
STRATEGIC PLANNING
Managing Risks: A New
Framework
by Robert S. Kaplan and Anette Mikes
FROM THE JUNE 2012 ISSUE
W
Editors’ Note: Since this issue of HBR went to press, JP Morgan, whose risk management practices are
highlighted in this article, revealed significant trading losses at one of its units. The authors provide
their commentary on this turn of events in their contribution to HBR’s Insight Center on Managing
Risky Behavior.
hen Tony Hayward became CEO of BP, in 2007, he vowed to make safety his top
priority. Among the new rules he instituted were the requirements that all
employees use lids on coffee cups while walking and refrain from texting while
driving. Three years later, on Hayward’s watch, the Deepwater Horizon oil rig exploded in the Gulf
of Mexico, causing one of the worst man-made disasters in history. A U.S. investigation commission
attributed the disaster to management failures that crippled “the ability of individuals involved to
identify the risks they faced and to properly evaluate, communicate, and address them.” Hayward’s
story reflects a common problem. Despite all the rhetoric and money invested in it, risk
management is too often treated as a compliance issue that can be solved by drawing up lots of rules
and making sure that all employees follow them. Many such rules, of course, are sensible and do
reduce some risks that could severely damage a company. But rules-based risk management will not
diminish either the likelihood or the impact of a disaster such as Deepwater Horizon, just as it did
not prevent the failure of many financial institutions during the 2007–2008 credit crisis.
Identifying and Managing
Preventable Risks
In this article, we present a new categorization of risk that allows executives to tell which risks can
be managed through a rules-based model and which require alternative approaches. We examine
the individual and organizational challenges inherent in generating open, constructive discussions
about managing the risks related to strategic choices and argue that companies need to anchor these
discussions in their strategy formulation and implementation processes. We conclude by looking at
how organizations can identify and prepare for nonpreventable risks that arise externally to their
strategy and operations.
Managing Risk: Rules or Dialogue?
The first step in creating an effective risk-management system is to understand the qualitative
distinctions among the types of risks that organizations face. Our field research shows that risks fall
into one of three categories. Risk events from any category can be fatal to a company’s strategy and
even to its survival.
Category I: Preventable risks.
These are internal risks, arising from within the organization, that are controllable and ought to be
eliminated or avoided. Examples are the risks from employees’ and managers’ unauthorized, illegal,
unethical, incorrect, or inappropriate actions and the risks from br.
2017 coso-erm-integrating-with-strategy-and-performance-executive-summaryVALUES & SENSE
This update to the 2004 publication addresses the evolution of enterprise risk management and the need for organizations to improve their approach to managing risk to meet the demands of an evolving business environment. The updated document, titled Enterprise Risk Management—Integrating with Strategy and Performance, highlights the importance of considering risk in both the strategy-setting process and in driving performance.
Enhancing Existing Risk Management in National Statistical Institutes by Usin...Светла Иванова
7. Effective Risk management is fundamentally about appropriate decision making. We all make decisions every single day; some decisions will create threats or opportunities whilst some will mitigate threats. Risk management helps us take decisions which are appropriate to the level of risk we are willing to take.
http://www1.unece.org/stat/platform/display/hlgbas/2016+Workshop+on+the+Modernisation+of+Official+Statistics
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.