This presentation focuses on the principles and practicalities of establishing a working risk appetite statement supported by risk limits and tolerances.
Enterprise Risk Management provides decision makers with a
realistic picture of likely
outcomes to their strategic initiatives by integrating risk into the cost benefit analysis of
all strategic investments.
This presentation focuses on the principles and practicalities of establishing a working risk appetite statement supported by risk limits and tolerances.
Enterprise Risk Management provides decision makers with a
realistic picture of likely
outcomes to their strategic initiatives by integrating risk into the cost benefit analysis of
all strategic investments.
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
Integrating Risk into your Balanced Scorecard Andrew Smart
Pulling together into a single framework the two separate disciplines of strategy management and risk management, and how it is possible to integrate it with Balanced Scorecard. This presentation provides a practical guide for organizations to shape and execute sustainable strategies with full understanding of how much risk they are willing to accept in pursuit of strategic goals.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Shaping Your Culture via Risk Appetite Andrew Smart
Andrew Smart will briefly explain risk appetite and how it can be linked into the overall strategy and risk management process of an organisation. He will then go on to clarify how Risk Appetite statements work alongside Vision statements; creating the right ‘tone from the top’, and how that can be cascaded through the organisation in the form of Risk Tolerances and KRI's. The webinar will conclude with a demonstration of how to enable and embed change, leveraging your SharePoint investment.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Enterprise Risk Management (ERM) is the process of planning, organizing, leading, and controlling the activities of an organization in order to minimize the effects of risk on an organization's capital and earnings.
Enterprise Risk Management expands the process to include not just risks associated with accidental losses, but also financial, strategic, operational, and other risks.
In recent years, external factors have fueled a heightened interest by organizations in ERM.
Industry and government regulatory bodies, as well as investors, have begun to scrutinize companies' risk-management policies and procedures.
In an increasing number of industries, boards of directors are required to review and report on the adequacy of risk-management processes in the organizations they administer.
Since they thrive on the business of risk, financial institutions are good examples of companies that can benefit from effective ERM.
Their success depends on striking a balance between enhancing profits and managing risk.
In order for any enterprise to properly, effectively, and prudently manage their future growth, Business Strategy needs to be sustained by modern Enterprise Risk Management (ERM) principles and practices.
The Enterprise Risk Management discipline is not anymore a separate management profession or kinky management way, but rather it is a core competency that all organizations and executives must have in this Global Age. It should be a way of life for all.
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.
When setting the risk appetite, does your firm:
1.Balance the risks with the mitigation costs
2.Balance the risks with the mitigation costs AND the client focus
3.None of the above
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
The webinar covers:
• Overview of ISO 31000 and how this standard implies threats but opportunities as well
• Risk-based thinking as an integral part of ISO 9001:2015 and ISO 14001:2015
• Principles, processes and framework of ISO 31000
• How organizations can reduce uncertainty, seize opportunities and treat risks
Presenter:
This session will be presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/MVBMM6X3Vgw
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
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.
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
Implementing Enterprise Risk Management with ISO 31000:2009Goutama Bachtiar
This presentation slides is intended for the training-workshop lead as well as the participants.
Developed based on ISO 31000:2009 – Principles and Guidelines on Implementation, ISO/IEC 31010:2009 – Risk Assessment Techniques, ISO Guide 73:2009 – Vocabulary.
Do your people act in ways that support your Risk Management Framework? This Model summarises the on-line Risk Culture Assessment we run for clients. The results pinpoint hot-spots in your Culture that put your business at risk & show you what action to take to improve Risk Culture & increase the prospect of hitting your targets.
This Assessment is hassle-free for you. We manage the process smoothly & deliver our findings & recommendation in 4 - 6 weeks. More info at https://www.riskculture.com.au
Integrating Strategy and Risk ManagementAndrew Smart
"A Holistic Approach to Managing Risk amidst Global Uncertainty"
The RMA/Cass Business School
10–14 February 2013
Advanced Risk Management Programme
Organised by Andrew Smart & Nicholas Hawke
In today’s fast-moving, complex environment, risk executives must cultivate an understanding across all risks and businesses. Business problems are multifaceted, interrelated, and increasingly global. Executives must possess enhanced skills to identify and address a wide range of risks with an integrated approach and enterprise-wide perspective.
The RMA/Cass Advanced Risk Management Programme, led by the faculty at Cass, one of the UK’s top business schools, exposes participants to a rigorous, yet inspiring blend of theory, practice and cutting-edge research, instilling knowledge and skills applicable to the real world of global business. In addition to its focus on the known and quantifiable risks of credit, market, and operational, the programme concentrates on the unknowable and difficult to measure risks, including business, strategic, and reputation. Cass has excellent links to the City of London firms and institutions and is able to complement Cass faculty with guest faculty and senior level business practitioners, considered by their peers to be industry thought leaders
Areas of focus for The RMA/Cass Advanced Risk Management Programme include:
• Risk management as a strategic competitive strength
• An integrated approach to risk management
• Fostering a culture and climate that openly communicates risk
• A framework for rapidly responding to known risks and unraveling the complexities of the unknown
• A focus on risk informed by global perspectives.
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?
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
Integrating Risk into your Balanced Scorecard Andrew Smart
Pulling together into a single framework the two separate disciplines of strategy management and risk management, and how it is possible to integrate it with Balanced Scorecard. This presentation provides a practical guide for organizations to shape and execute sustainable strategies with full understanding of how much risk they are willing to accept in pursuit of strategic goals.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Shaping Your Culture via Risk Appetite Andrew Smart
Andrew Smart will briefly explain risk appetite and how it can be linked into the overall strategy and risk management process of an organisation. He will then go on to clarify how Risk Appetite statements work alongside Vision statements; creating the right ‘tone from the top’, and how that can be cascaded through the organisation in the form of Risk Tolerances and KRI's. The webinar will conclude with a demonstration of how to enable and embed change, leveraging your SharePoint investment.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Enterprise Risk Management (ERM) is the process of planning, organizing, leading, and controlling the activities of an organization in order to minimize the effects of risk on an organization's capital and earnings.
Enterprise Risk Management expands the process to include not just risks associated with accidental losses, but also financial, strategic, operational, and other risks.
In recent years, external factors have fueled a heightened interest by organizations in ERM.
Industry and government regulatory bodies, as well as investors, have begun to scrutinize companies' risk-management policies and procedures.
In an increasing number of industries, boards of directors are required to review and report on the adequacy of risk-management processes in the organizations they administer.
Since they thrive on the business of risk, financial institutions are good examples of companies that can benefit from effective ERM.
Their success depends on striking a balance between enhancing profits and managing risk.
In order for any enterprise to properly, effectively, and prudently manage their future growth, Business Strategy needs to be sustained by modern Enterprise Risk Management (ERM) principles and practices.
The Enterprise Risk Management discipline is not anymore a separate management profession or kinky management way, but rather it is a core competency that all organizations and executives must have in this Global Age. It should be a way of life for all.
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.
When setting the risk appetite, does your firm:
1.Balance the risks with the mitigation costs
2.Balance the risks with the mitigation costs AND the client focus
3.None of the above
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
The webinar covers:
• Overview of ISO 31000 and how this standard implies threats but opportunities as well
• Risk-based thinking as an integral part of ISO 9001:2015 and ISO 14001:2015
• Principles, processes and framework of ISO 31000
• How organizations can reduce uncertainty, seize opportunities and treat risks
Presenter:
This session will be presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/MVBMM6X3Vgw
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
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.
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
Implementing Enterprise Risk Management with ISO 31000:2009Goutama Bachtiar
This presentation slides is intended for the training-workshop lead as well as the participants.
Developed based on ISO 31000:2009 – Principles and Guidelines on Implementation, ISO/IEC 31010:2009 – Risk Assessment Techniques, ISO Guide 73:2009 – Vocabulary.
Do your people act in ways that support your Risk Management Framework? This Model summarises the on-line Risk Culture Assessment we run for clients. The results pinpoint hot-spots in your Culture that put your business at risk & show you what action to take to improve Risk Culture & increase the prospect of hitting your targets.
This Assessment is hassle-free for you. We manage the process smoothly & deliver our findings & recommendation in 4 - 6 weeks. More info at https://www.riskculture.com.au
Integrating Strategy and Risk ManagementAndrew Smart
"A Holistic Approach to Managing Risk amidst Global Uncertainty"
The RMA/Cass Business School
10–14 February 2013
Advanced Risk Management Programme
Organised by Andrew Smart & Nicholas Hawke
In today’s fast-moving, complex environment, risk executives must cultivate an understanding across all risks and businesses. Business problems are multifaceted, interrelated, and increasingly global. Executives must possess enhanced skills to identify and address a wide range of risks with an integrated approach and enterprise-wide perspective.
The RMA/Cass Advanced Risk Management Programme, led by the faculty at Cass, one of the UK’s top business schools, exposes participants to a rigorous, yet inspiring blend of theory, practice and cutting-edge research, instilling knowledge and skills applicable to the real world of global business. In addition to its focus on the known and quantifiable risks of credit, market, and operational, the programme concentrates on the unknowable and difficult to measure risks, including business, strategic, and reputation. Cass has excellent links to the City of London firms and institutions and is able to complement Cass faculty with guest faculty and senior level business practitioners, considered by their peers to be industry thought leaders
Areas of focus for The RMA/Cass Advanced Risk Management Programme include:
• Risk management as a strategic competitive strength
• An integrated approach to risk management
• Fostering a culture and climate that openly communicates risk
• A framework for rapidly responding to known risks and unraveling the complexities of the unknown
• A focus on risk informed by global perspectives.
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?
Welcome to Falcon Hawk Consulting - Your Strategic Fraud Risk Management Partner
We invite you to peruse this introduction presentation.
We are sure you will find at least 1 slide or topic that will interest you.
We look forward to hearing from you
Have a great day!
Leveraging Technology Using Keyword Analytics in Fraud and Compliance MonitoringJim Kaplan CIA CFE
Keyword analytics is the process of using data analytics to find keywords in both structured and unstructured data for detecting fraud and compliance review anomalies. It can be used by auditors, accountants and lawyers. This presentation from the 2015 TeamMate User Conference presented the results of the AuditNet Keyword Survey with tools and a comprehensive list of more than 4,000 keywords, social media terms, terrorist keywords and more.
We continued our Celebrating 40 Years of Excellence! Fall Webinar Series with a webinar titled Fraud Prevention and Detection: Surprise Fraudsters Before They Surprise You. This webinar was hosted by Sam BowerCraft, Senior Manager and Dave Hammarberg , IT Director with McKonly & Asbury.
Check out our Upcoming Events page for news and updates on our future seminars and webinars at http://www.macpas.com/events/.
View a full recap of this webinar at http://www.macpas.com/fraud-prevention-and-detection-webinar/.
Fundamental controlling tool of fraud prevention and detection designed for company owners and top management. Protect at work and in business those honest against those unfair.
www.forensicline.eu
The COVID-19 pandemic has taught us the need to rethink towards future risk and possibly how to mitigate or deal with such risk. To do this, the right risk culture needs to be embedded into the organization’s setting. In recent times, there has been an increase in regulatory pressure for effective risk management governance and strategy. An inspiring risk governance and strategy will never be realized without the backing of a strong risk culture. This paper discusses risk culture within an organization and rethinking risk culture in a post-pandemic era.
Risk Culture. At The Heart Of Your Decisionsdtsiolis
Risk culture is at the heart of human decisions that govern the day-to-day activities. When it goes wrong, as in the SocGen rogue trading scandal in 2008 or the Boeing scandal in 2018 may have devastating consequences..
Compliance. The Importance Of Risk Culturedtsiolis
Risk culture is at the heart of human decisions that govern the day-to-day activities of your organization. When it goes wrong, as in the SocGen rogue trading scandal in 2008 or the Boeing scandal in 2018 may have devastating and even fatal consequences.
Failures such as fraud, collapse of the complexe derivatives positions, compliance or safety breaches, operational disasters, and even over-leveraging have their origin in flaws in unique organizational cultures that allowed particular risks to take root and grow.
Positioning project, programme and portfolio risk Dr David Hancock
What is meant by risk and is it different from the project, programme, portfolio and organisational perspective. How does it differ fro Major Projects and what about wicked, tame and messes.
MODULE 1:
Definition of Risk and uncertainty- Classification of Risk, Sources of Risk-external and internal. Risk Management-nature, risk analysis, planning, control and transfer of risk, Administration of properties of an enterprise, provision of adequate security arrangements. Interface between Risk and Insurance- Risk identification, evaluation and management techniques, Risk avoidance, Retention and transfer, Selecti9on and implementation of Techniques. Various terminology, perils, clauses and risk covers.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
3. 1. What is organisational culture?
2. What is risk culture?
3. Why is risk culture important?
4. What does poor risk culture look like?
5. What does good risk culture look like?
6. Improving risk culture.
4.
5. Dictionary definitions….
……….that which is excellent
in the arts, manners, etc.
……..the behaviors and beliefs
characteristic of a particular
social, ethnic, or age group:
the youth culture; the drug
culture.
…………to grow
(microorganisms, tissues,
etc.) in or on a controlled or
defined medium.
6. Culture is….
that which is excellent in
the arts, manners, etc.
the behaviours and beliefs
characteristic of a
particular social, ethnic,
or age group: the youth
culture; the drug culture.
to grow (microorganisms,
tissues, etc.) in or on a
controlled or defined
medium.
7. [Culture….the behaviours and beliefs characteristic of a particular social, ethnic, or age group]
Organisational Culture......
...........exists because of the repeated behaviour
of its members; it encompasses values and
behaviours that...
"contribute to the unique social and psychological
environment of an organisation."
Needle, David (2004). Business in Context: An Introduction to Business and Its Environment.
8. Organisational culture
shapes the work
environment in which
performance occurs.
Ultimately, not paying
attention to culture
undermines sustainability.
A good, well-aligned
culture can propel the
organisation to success,
the wrong culture stifles
its ability to adapt to a fast
changing world.
9. Organisational culture is shown in:
The ways the organisation conducts its
business, treats its employees, customers,
and the wider community.
The extent to which freedom is allowed in
decision making, developing new ideas, and
personal expression.
How power and information flow through its
hierarchy, and
How committed employees are towards
collective objectives.
http://www.businessdictionary.com/definition/organizational-culture.html
10. Sub Culture
“the cultural values and
behavioral patterns distinctive of
a particular group in a society”.**
Within any organisation, dynamic sub cultures will exist across business
units and teams.
Understand who exerts the most influence over culture - this not always the
most senior people in the organisation.*
*https://www.aonhewitt.com.au/Home/Hot-topics/Understanding-risk-culture
11. Wells Fargo Bank – (2016)
Wells Fargo employees secretly opened unauthorised accounts to hit
sales targets and receive bonuses.
Bank employees opened over 1.5 million deposit accounts that may
not have been authorised.
Employees submitted applications for 565,443 credit card accounts
without their customers knowledge or consent.
5,300 Wells Fargo employees fired
The bank agreed to pay $185 million in fines, along with $5 million to
refund customers.
http://www.wday.com/news/4111061-5300-wells-fargo-employees-fired-account-scam
12. Daimler and Chrysler – (1998 - 2007)
The Daimler (makers of Mercedes-Benz) Chrysler merger was called
a “merger of equals.” A few years later it was being called a “fiasco”.
The German culture became dominant and employee satisfaction
levels at Chrysler dropped off the map.
A joke circulating at Chrysler at the time was “How do you
pronounce DaimlerChrysler?… ‘Daimler’—the ‘Chrysler’ is silent.
By 2000, major losses were projected and, a year later, layoffs began.
In 2007, Daimler sold Chrysler.
http://www.globoforce.com/gfblog/2012/6-big-mergers-that-were-killed-by-culture/
13.
14. “a term describing the values, beliefs, knowledge,
attitudes and understanding about risk shared by a
group of people with a common purpose”.*
People fundamentally want to do the right thing. Therefore,
organisations need to create a decent, open and respectful
culture which allows employees to interact at work as they
would in their home and social environment.
This is the culture which mitigates risk and reputational
damage, encourages higher performance and develops a
sustainable business model.
* https://www.theirm.org/knowledge-and-resources/thought-leadership/risk-culture.aspx
15. The risk culture onion
- reflecting the
influences on risk
culture, beginning with
the predisposition to
risk of the individual.
(2012) Risk culture - Resources for Practitioners (IRM)
16. Subcultures
Risk subculture may, akin to
organisational subcultures, have an
overriding detrimental (or positive)
affect on what is believed to be the
dominant culture.
“Organisational cultures attract like
minded people”*
Employees adopt the pervading
culture within an organisation.
* Schneider, B. (1987), The people make the place. Personnel Psychology.
17.
18. 1. Organisations need to take risks, it is not cost effective to
eliminate all possible risks.
2. An organisation will be exposed to risk irrespective of its desire
to take risks!
Organisations that want to be sustainable need to manage those
risks.
The risk culture of an organisation will affect how these risks are
managed and therefore risk culture clearly links to the ability to
successfully execute strategy.
19. Consider process failure/neglect.
Processes can be seen as ineffective/cumbersome.
Processes may be slow to change/adapt/create/implement.
Culture can work to
protect organisations from
process failure/neglect.
20. Risk Culture gives effect to Enterprise Risk Management (ERM)
Effective risk management doesn’t function in a vacuum
and rarely survives leadership failure.
The risk management function can review, inform, advise,
monitor, measure and even resign, - however it cannot
control, decide or abort; that’s management’s job.
Without an effective risk culture in place to ensure that
adequate attention is given to protecting enterprise value,
‘entrepreneurial’ behavior can run amok.
http://corporatecomplianceinsights.com/the-importance-of-risk-culture
21. “It is increasingly appreciated that a healthy risk culture can help support all sorts of
management activities. Getting risk culture right is therefore a vital consideration for
anyone seeking to integrate risk management within their organisation” Dr Alasdair Marshall (2016)
Why Risk Cultures Needs Prudence
22. Whilst there are a multitude of rules, regulations, codes, guidance
documents, standards, audits, reviews, checks, processes, practises,
etc., etc, blah, blah, blah.....
Bad things still happen!
Mont Blanc Tunnel 1999 Savar building collapse 2013
23. Risk culture should be viewed as part and parcel of
organisational culture, just as risk management should be
viewed as an integral part of Business as Usual.
24.
25. Pike River Mine – November 2010
“Managers never identified a major explosion as a potential risk.
The worst case scenario was one they never thought about – let
alone prepared for” Nicholas Davidson QC – Pike River families
Royal Commission representative.
26. Ensuring an effective risk culture is an important task
for Leadership.
Unfortunately, despite its importance, risk culture is
often either given lip service to or simply ignored.
The wrong risk culture can have disastrous
consequences.
Poor risk culture isn’t about behaving risky or about
being risk adverse, poor risk culture is about a failure
to appreciate that risk exists and that it has an effect.
27. Kodak – (1888 – 2012)
Missed opportunity to adopt digital technology that it had invented
in 1975 but was unable to capitalise on.
Had become highly inflexible, management ran a tight ship,
rewarded for maintaining the status quo.
Not prepared to change direction, filed for Bankruptcy 2012.
Kodak’s failure was ultimately about its inability to take strategic risk.
(2012) Risk Culture Resources for Practioners (IRM)
28.
29.
30. Traits of poor risk culture include:
Poor communications and a failure to share data
A lack of clarity around risk appetite and risk
strategy
A lack of accountability
Over confidence
A fear to challenge
Shooting the messenger
Indifference
Slow response time
Process manipulation
31.
32.
33. Active (Global) RM function – providing policy, standards, oversight
for safety & security, insurance and risk training, and the
coordination and promotion of RM leadership
Risks captured across management levels, overseen by Risk
Working Group, reported to Audit Committee
Major risks assigned to executive members
All functional teams have risk registers, action plans and (risk)
performance monitoring
RM is measured in terms of personal competence, hotel
compliance, team maturity and business performance.
4500+ Hotels, established in 2003, revenue (US)$1.8Bn (2015).
(2012) Risk Culture Resources for Practioners (IRM)
Intercontinental Hotels Group (IHG) – Hotels
34. Some practical signals of what a good risk
culture looks like:
Leadership invested in risk management and are communicating
that enthusiasm
Strong flow of risk information throughout the organisation
Organisation wide exposure to risk management practices
Avoids leadership ”kow-tow” and sloppy group think
Risk taking encouraged, knowing that sometimes it will go wrong
Continuous learning attitude
(2012) Risk Culture Resources for Practioners (IRM)
35. Valve Software (Steam)
Slow to hire – to ensure culture is maintained
Staff encouraged to think carefully, and recognise and learn
when things do not go well
Mutual sense of ownership across the organisation
Actively seeks risk takers
Decision are constantly tested and high distrust of assumptions
Employees are very well paid (compared to like organisations),
risk taking is rewarded and linked to performance management
Founded in 1996, 290+ employees, 35 Million on line subscribers.
36. AstraZeneca – founded 1999 (merger of Astra AB &
Zeneca plc)
Identified need for change following 1999 issue of the Turnbull
Guidance - Adopted ERM 2002
Recognised there were opportunities' created by deeper integration of
risk and assurance functions/processes
Senior executives stated “internal controls were now aligned more
closely with AstraZeneca values and the desired culture: effective
control through empowerment and risk awareness rather than too much
bureaucracy”
(2012) Risk Culture Resources for Practioners (IRM)
37. AstraZeneca
Overall philosophy defined was “Enduring Shareholder value comes from
creating opportunities and managing risks”, supported by five
principles:
Delivering opportunities by managing risk is a key part of all our
activities
In all our activities, risk should be understood and visible
Approaches to managing risk will be simple, flexible and sustained
Business context will determine the level of acceptable risk and
control
Risk will be managed consistent with Company Values.
Revenue 2015 – (US)$24.7Bn, 50,000 employee
(2012) Risk Culture Resources for Practioners (IRM)
38.
39. What does your risk culture need
to do?
Understand leadership team
expectations
Recognise reality
Seek out information and
promote discussion
Promote fit for purpose risk
management
Hold staff accountable
Improve communication
Promote better decision making
40. 4 steps to building a culture of Risk
Management:
◦ Lead from the front
◦ Focus on personal accountability
◦ Hold business units accountable
◦ Refocus your RM function.
PWC (2010) reproduced at http://nkg.com.au/wp-content/uploads/2014/03/4-steps-to-building-a-culture-of-risk-
management.pdf
41. Organisations have two major hurdles to
overcome with regard to improving risk culture:
building consensus
amongst Leadership and,
sustaining attention over
time.
patience and staying power are required; change takes
time and real effort.