Cultural Audit
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Thoughts on how to maximize opportunity inherent in M&A cultural intergration while mitigating risk.
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Aligning Corporate Strategy with Risks in order to avoid a CrisisCorporate Excellence - Centre for Reputation Leadership
Due to the current instability in the business world, organizations should be able to anticipate changes and have coherent responses at hand to effective manage risks, create value, build good relations, increase profit and improve competitive positioning.
A report titled Exploring Strategic Risk issued in 2013 for Forbes Insights by Deloitte, contains some very important conclusions for the business community. 300 executives from around the world were interviewed for the study, in an attempt to find out their vision of the risk strategy and current changes and analysing how organizations should face these new challenges.
Sometimes it is difficult to link risks to a specific financial impact and not all data are pertinent to the evaluation of emerging risks. That's why companies have to be aware of internal risks and manage them well in order to be able to manage external risks and invest into strategic assets such as human capital, clients and innovation.
This insight explains the case of the financial services as the sector that less trust generates due to its short-sightedness, lack of values and lack of professional education that resulted in corruption and bad practices, which compromised the financial sector.
The report A Crisis of Culture: Valuing Ethics and Knowledge in Financial Services examines the role of integrity and knowledge in restoring culture in the financial services industry. The conclusions appear in the full version of this document.
The financial industry is just one example in the wider panorama. Lack of values is widespread and creates significant risks. Bad practices trigger problems such as loss of profit, loss of reputation and even loss of shareholders, clients and employees.
The crisis, as well as the arrival of new technologies, urges companies to maintain their good practices and emphasize aspects as ethics, leadership, commitment, performance, transparency and sustainability.
The digital revolution and social networks encourage companies to be more transparent: companies meet their promises and obligations, deliver a coherent dialogue and improve the relationship with their stakeholders.
Application of values raises the possibility of good results and profits for companies through improvement of their reputation and business as well as optimization of resources. This certainly creates competitive advantages, establishes a strong cultural connection and improves employees’ motivation.
Before taking any decision, an institution should keep in mind the fact that it needs implicit and explicit public approval. Good business management implies risk management, creating a climate of trust, good will, credibility, social commitment and empathy between stakeholders and the company.Human Capital Risk — Identifying Talent Beta for Mergers and Acquisitions and...
Evaluate and identify human capital risk and the proper risk factor to mergers & acquisitions, private equity investment, and venture capital deals.
06. chapter 5 dzulfikar prasetya (55120110154) & jhonny s.m siburian (551...
Sebagai kelengkapan pengerjaan Tugas Besar satu, mata kuliah Strategic Marketing. Universitas Mercu Buana Program Studi Magister Management. Kampus Warung Buncit
BDO Global Risk Landscape
Nuestro informe Global Risk Landscape 2016 revela que el 87% de los líderes empresariales consideran que
el mundo se ha convertido en un lugar con mayor riesgo. Para la realización de este estudio, que se inició a
comienzos de 2016, BDO ha consultado a 500 altos directivos de las principales empresas de 44 países de
Europa, Oriente Medio, África, Asia y América acerca de lo que consideran que son los mayores riesgos a los que
enfrentan sus empresas en la actualidad y en el futuro.
Para más de la mitad (56 %) de los líderes empresariales encuestados, la mayor amenaza es el aumento
de la competencia, seguida por la desaceleración económica (43%) y la interrupción del negocio (42 %).
La mitigación del riesgo se ha convertido en una cuestión primordial para la mayor parte de las empresas
consultadas, mientras que la creación de valor es visto como el mayor desafío global del futuro.
Marketing management
This document discusses various marketing concepts and strategies including:
1. It defines marketing as meeting customer needs profitably through value creation and delivery as well as managing customer relationships.
2. It examines the marketing management process of analyzing opportunities, developing strategies and programs, and controlling performance.
3. It explores the importance of understanding the marketing environment including social, economic, technological, and other external factors that influence marketing decisions.
View from the top. A board-level perspective of current business risks
View from the top. A board-level perspective of current business risksThe Economist Media Businesses
Since the onset of the global financial crisis in 2008, businesses around the world have faced a barrage of new risk-related challenges.
The macroeconomic environment of recent years, marked by the global financial crisis, fiscal uncertainty in the US and sovereign debt problems in Europe, has also helped to make companies more riskaverse, leading them to swap bold investment decisions for more cautious behaviour and cash hoarding. The tide is turning, however, with most expecting 2014 to mark a return to growth...Thoughts on Direction of Ops Risk Management -V4 0
The document discusses risk management and operational risk. It provides context on the tumultuous global economic environment of the last decade which brought focus to risk management. However, some question if current risk management practices are adequate given failures still occurred. The document then discusses various studies on risk management and findings that risks are about human decisions. Therefore, influencing business decisions is important to manage risks and avoid failures. It introduces the concept of "behavioural risk management" and capturing the experience of being embedded within business to influence decisions from the first line of defence.
WTW-EU-16-PUB-1735 Risk Culture Perspectives_V02
While references to risk culture are relatively new, weaknesses in risk awareness and management have been identified as contributing factors in major world events like the global financial crisis. Firms have launched reviews of areas like product complexity and incentive schemes to address these weaknesses, but more work remains to be done. Embedding a consistent risk culture throughout a company's business units can be challenging. Measuring risk culture is important for managing it effectively, and there are well-developed approaches for doing so, such as interviews, focus groups, and surveys.
AVM Inc Corp Profile_2015- Final PDF
American Venture Marketing Inc. is a global advisory firm founded in 1985 that focuses on business development through marketing strategies. The firm works with clients across industries like resources, digital media, industrial products, life sciences, and investment funds. The founder, Peter Barnes, has over 30 years of experience in marketing and advertising. Jean Sebastien Jacquetin is a managing partner who focuses on institutional meetings for companies. AVM aims to drive transformational growth through innovative investment marketing programs and has worked with various companies over the years.
Summary Connective Branding
1. The report discusses the book "Connective Branding" which provides a new framework for branding in today's complex environment.
2. It outlines 5 key insights from the current branding landscape including the need to regain consumer trust, involve employees to strengthen the brand from within, and adopt a networked approach across the organization.
3. The book's core model focuses on aligning brand promises with experiences and strengthening emotional connections with stakeholders. It provides a 5-step process for brands to increase this alignment.
Global risk management issues
1. The document discusses global risk management issues and summarizes the results of the 2013 AON Global Risk Survey of over 1,400 participants from 70 countries.
2. The top 10 global risks identified by the survey are: economic slowdown, regulatory/legislative changes, increased competition, damage to reputation/brand, failure to attract or retain top talent, failure to innovate and meet customer needs, business interruption, commodity price risk, cash flow/liquidity risk, and political risk/uncertainties.
3. For each of the top 10 risks, the document provides a brief explanation of the risk and its potential impacts, as well as strategies for organizations to effectively manage the risk.
2Making Enterprise Risk Management Pay Off H.docx
2
Making Enterprise Risk Management Pay Off
How Leading Companies Implement Risk Management
Thomas L. Barton
William G. Shenkir
Paul L. Walker
3
Credits
Editorial/Production Supervision: KATHLEEN M. CAREN
Acquisitions Editor: JIM BOYD
Marketing Manager: BRYAN GAMBREL
Manufacturing Manager: MAURA ZALDIVAR
Cover Design: TALAR BOORUJY
©2002 Financial Executives Research Foundation, Inc.
Published by Financial Times/Prentice Hall PTR
Pearson Education, Inc.
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mailto:[email protected]
Contents
1 Introduction
An Abundance of Uncertainty
New Risk Management Paradigm
Studies of Risk Management
Objectives and Approach of This Study
Organization of This Study
2 Lessons Learned From Case Studies
Risk Identification Process
Risk Measurement
Risk Response Strategies
Risk Integration
Use of Consultants
Driving Risk Awareness Throughout the Organization
Risk Infrastructure
Champions of Enterprise-wide Risk Management
Concluding Comments
3 Chase Manhattan Corporation
Company Background
Chase Manhattan Today
Risk at Chase Manhattan
Shareholder Value-Added
Market Risk
Credit Risk
Operating Risk
5
Case Summary
People Interviewed
References
4 E.I. du Pont de Nemours and Company
Company Background
Current Status of Risk Management
Risk Integration
Focus on Earnings
Becoming World Class in Financial Risk Management
Case Summary
People Interviewed
5 Microsoft Corporation
Company Background
Risk Management Group
Business Risk Management
Identifying Business Risks Through Scenario Analysis
Measuring and Prioritizing Business Risk
Awards for Risk Management
Case Summary
People Interviewed
6 United Grain Growers Limited
Company Background
The Road to Enterprise-wide Risk Management
Strategic Risk Management Project
Integrated Risk Financing
Risk Management Infrastructure
6
Case Summary
People Interviewed
Reference
7 Unocal Corporation
Com ...
Shifting into an ERM Culture
This document discusses how organizations can sustain an enterprise risk management (ERM) program and maintain a competitive advantage through developing an ERM culture. It defines ERM culture as a system of values and behaviors throughout an organization that shape how it identifies, understands, discusses and acts on risks. Key aspects of a strong ERM culture include committed leadership, incentives for risk awareness, information sharing, and learning opportunities. The document analyzes case studies of how several organizations assessed and improved their ERM cultures.
International Human Resources Management - Human Resources in a Comparative ...
The document discusses several topics related to international human resource management. It addresses the purpose of business value creation and the role of HR in ensuring talent acquisition, engagement, and measurement systems create value. It also discusses developing international staff and managing a globally diverse workforce, as well as human resource issues that arise in cross-border mergers and acquisitions. Emerging trends in employee relations and involvement are also examined, including the changing role of trade unions in business.
International Human Resources Management - HUMAN RESOURCES IN A COMPARATIVE P...
International Human Resources Management - HUMAN RESOURCES IN A COMPARATIVE P...National HRD Network
The document discusses several topics related to international human resource management. It addresses the purpose of business value creation and the role of HR in ensuring talent acquisition, engagement, and measurement systems create value. It also discusses developing international staff and managing a globally diverse workforce, as well as human resource issues that arise in cross-border mergers and acquisitions. Emerging trends in employee relations and involvement are also examined, including the changing role of trade unions in business.Human Capital Risk Management
Human capital risk refers to workforce factors and people practices that can affect business performance and is the risk associated with an organization's employees. It can be caused by external market forces as well as internal organizational culture issues. Left unmanaged, human capital risks like theft, violence, and aberrant employee behavior cost businesses billions annually in damages. CCA offers integrated human capital risk management solutions to help companies assess and address these risks through leadership training, risk mitigation programs, coaching, and incident management in order to improve workforce performance and engagement.
Iaccm Risk Slides
The document discusses strategies, tactics, and practices for managing risk and opportunity in commercial relationships. It addresses assessing risk through a strategic lens, defining core and non-core activities, and ensuring contracts address key risks. Tactics discussed include commitment management, applying best practices flexibly, and focusing on relationships over contracts alone. The benefits of risk resilience and its links to corporate governance are also covered.
Similar to Cultural Audit (20)
Executive Summary on Leadership in Risk Management Webinar
Executive Summary on Leadership in Risk Management Webinar
Aligning Corporate Strategy with Risks in order to avoid a Crisis
Aligning Corporate Strategy with Risks in order to avoid a Crisis
Human Capital Risk — Identifying Talent Beta for Mergers and Acquisitions and...
Human Capital Risk — Identifying Talent Beta for Mergers and Acquisitions and...
06. chapter 5 dzulfikar prasetya (55120110154) & jhonny s.m siburian (551...
06. chapter 5 dzulfikar prasetya (55120110154) & jhonny s.m siburian (551...
View from the top. A board-level perspective of current business risks
View from the top. A board-level perspective of current business risks
Thoughts on Direction of Ops Risk Management -V4 0
Thoughts on Direction of Ops Risk Management -V4 0
International Human Resources Management - Human Resources in a Comparative ...
International Human Resources Management - Human Resources in a Comparative ...
International Human Resources Management - HUMAN RESOURCES IN A COMPARATIVE P...
International Human Resources Management - HUMAN RESOURCES IN A COMPARATIVE P...
Cultural Audit
- 1. CULTURAL AUDIT Mitigating Risk, Maximizing Return in Mergers, Acquisitions, and Hiring 1
- 2. About Aventine Associates Offices in USA and EMEA regions Global affiliation of partners and consultants Focus on Global Leadership: Global Culture Diversity & Inclusion Collaboration and Operational Effectiveness Customized Consulting and Learning Branded Framework - Global Leader 2.0® 2
- 3. Why Focus on Culture? By some estimates, 85 percent of failed acquisitions are attributable to mismanagement of cultural issues - Dun and Bradstreet The list of recent megamergers dogged by cultural incompatibility … includes the marriages of pharmaceutical giants Pharmacia and Upjohn; automakers Daimler-Benz and Chrysler; and financial powerhouses Citicorp and Travelers Group. Add to that the acquisition of Capital Cities/ABC by Walt Disney Co.– Accenture To increase the odds of success in their new roles, onboarding executives need to recognize that each company has its own distinct "immune system" comprising the organization's culture and political networks – Harvard Business Review 3
- 9. Conflict resolution tacticsMaximize Talent ROI
- 10. Our Approach to Assessing Culture 5
- 11. GlobeSmart 6 Aventine Associates is an exclusive licensing partner for GlobeSmart Available also as a mobile app!
- 12. Contact Us 7 Aventine Associates www.aventineassociates.com www.globalleader20.com USA David Lange Tel/fax +1.609.542.0631 dlange@aventineassociates.com EMEA Pierre de Groot Tel/fax +32.496.490.405 pdg@aventineassociates.eu 7