This document provides a summary of a research report about the risk management consulting market from 2008-2011. It finds that the demand for risk management consulting is growing rapidly due to increased business risks and regulations. The risk management consulting market generated $29 billion in revenues in 2007 and is expected to grow at a compound annual rate of over 17% through 2011. The research report analyzes the size and growth of the risk management consulting market and provides profiles of leading consulting firms. It also identifies key drivers of growth in the market and opportunities in risk consulting services.
Discussion of reputation risk and how to incorporation reputation management into a business in order to build resiliency and growth. Presented at the 3rd International Reputation Management Conference in Istanbul, Turkey, in November 2014
This document summarizes an IBM presentation on managing reputational risk through effective IT risk management practices. It discusses how security breaches can damage a company's reputation and shares findings from an IBM study that identified data breaches as the top IT risk threatening reputation. The presentation recommends that companies integrate IT and reputational risk management, adopt strong security practices, and be proactive in addressing threats to protect their reputation and value.
The document discusses reputation risk for financial institutions. It provides definitions of reputation and compares it to concepts like image and brand. Reputation is described as being based on a company's past actions and how trustworthy stakeholders perceive the company to be. The value of reputation comes from factors like financial performance, customer service, and governance. Maintaining a good reputation provides benefits like encouraging sales, attracting employees and investors, and gaining favor with regulators. The document notes that reputation risk is the number one concern for chief risk officers.
This document outlines the agenda and key topics for a panel discussion on law firm risk management. The panel will discuss how to define risk, common legal risk types like IT, financial, and practice management risks. They will also cover the business benefits of effective risk management, differences between the UK and US risk environments, evolving risk roles in law firms, and future directions for the field. The discussion aims to provide three next steps firms can take to improve their risk management and will conclude with a question and answer session.
Analyzing and managing reputational riskDawn Simpson
What is the financial impact of damage to your reputation or brand? How well are you protecting your reputation. Learn about the connection before Business Continuity, Security and IT for protecting your reputation.
Building trust means managing both the conditions and consequences of reputation risk. This presentation looks at how to integrate reputation management and reputation risk into the enterprise, across functions.
The document discusses the roles and responsibilities of a Chief Risk Officer (CRO). It states that the CRO's main roles are to create a culture of risk awareness, formally consider risk in strategic decision making, and communicate about risk internally and externally. The CRO is responsible for developing the risk governance framework and coordinating with business lines on risk training, assessment, and metrics. Key skills for a CRO include analytical and quantitative skills, understanding business issues and supply chains, and strong communication abilities. The CRO reports regularly to the board, senior management, shareholders, and regulators on risk exposures and risk management activities.
Discussion of reputation risk and how to incorporation reputation management into a business in order to build resiliency and growth. Presented at the 3rd International Reputation Management Conference in Istanbul, Turkey, in November 2014
This document summarizes an IBM presentation on managing reputational risk through effective IT risk management practices. It discusses how security breaches can damage a company's reputation and shares findings from an IBM study that identified data breaches as the top IT risk threatening reputation. The presentation recommends that companies integrate IT and reputational risk management, adopt strong security practices, and be proactive in addressing threats to protect their reputation and value.
The document discusses reputation risk for financial institutions. It provides definitions of reputation and compares it to concepts like image and brand. Reputation is described as being based on a company's past actions and how trustworthy stakeholders perceive the company to be. The value of reputation comes from factors like financial performance, customer service, and governance. Maintaining a good reputation provides benefits like encouraging sales, attracting employees and investors, and gaining favor with regulators. The document notes that reputation risk is the number one concern for chief risk officers.
This document outlines the agenda and key topics for a panel discussion on law firm risk management. The panel will discuss how to define risk, common legal risk types like IT, financial, and practice management risks. They will also cover the business benefits of effective risk management, differences between the UK and US risk environments, evolving risk roles in law firms, and future directions for the field. The discussion aims to provide three next steps firms can take to improve their risk management and will conclude with a question and answer session.
Analyzing and managing reputational riskDawn Simpson
What is the financial impact of damage to your reputation or brand? How well are you protecting your reputation. Learn about the connection before Business Continuity, Security and IT for protecting your reputation.
Building trust means managing both the conditions and consequences of reputation risk. This presentation looks at how to integrate reputation management and reputation risk into the enterprise, across functions.
The document discusses the roles and responsibilities of a Chief Risk Officer (CRO). It states that the CRO's main roles are to create a culture of risk awareness, formally consider risk in strategic decision making, and communicate about risk internally and externally. The CRO is responsible for developing the risk governance framework and coordinating with business lines on risk training, assessment, and metrics. Key skills for a CRO include analytical and quantitative skills, understanding business issues and supply chains, and strong communication abilities. The CRO reports regularly to the board, senior management, shareholders, and regulators on risk exposures and risk management activities.
Given the current regulatory environment and the resulting changes going on in the industry today, the chief risk officer has become the most important person in the financial institution.
WolfPAC Solutions Group Director Michael Cohn interviewed chief risk officers at financial institutions across the country to find out how they became a CRO, what skills and experience they bring to the role, and what is expected of them now.
The document summarizes a session from the Society of Actuaries Spring Meeting on building and maintaining effective risk dashboards. The session discussed what risk dashboards are, their purpose in providing consolidated risk reporting across an enterprise. Keys to success include integrating different risk types into a single dashboard and ensuring executive sponsorship. The session also provided a case study on how risk dashboards could have helped identify risks in the subprime mortgage crisis. Implementation challenges included issues with data availability, integration into decision making processes, and legal implications of disclosing risk information.
Overview of Enterprise Risk Management (ERM)Segun Ogunwale
This document provides an introduction to enterprise risk management (ERM) concepts. It discusses ERM concepts such as risk, risk management, and the evolution of ERM from focusing only on financial risks to a more holistic approach. It also covers ERM definitions, frameworks, roles and responsibilities, and benefits. Examples of risks for the public sector are also presented, along with conclusions on implementing ERM as a strategy and corporate culture.
MetisGRC is a governance and risk management consultancy that helps clients improve their performance through better governance and risk management practices. They provide assessments, surveys, advisory services, project management, coaching and education. Their clients include investors, shareholders, supervisors and other stakeholders. MetisGRC believes that good governance and risk management can reduce costs, improve efficiency and create value by strengthening stakeholder relationships. They help organizations implement transparent governance structures and risk management strategies and policies to enhance performance and meet stakeholder expectations.
MITIGATING OPERATIONAL RISK: RISK TRANSFER SOLUTIONSMichel Rochette
The document discusses various approaches to mitigating operational risk exposure beyond Basel II compliance. It outlines opportunities to integrate insurance, alternative risk transfer solutions like captives, and capital market products to optimize an organization's overall operational risk management in line with its risk appetite and tolerance. The presentation also examines US regulatory expectations and qualifying criteria for recognizing different risk mitigation techniques for capital relief purposes.
The study investigates the impact of risk management on performance of insurance companies. The research was done in Nairobi, in particular AIG insurance company where most of the respondent’s work. AIG have made investments in personnel, processes and technology to help control business risk. Historically, these risk investments have focused primarily on financial controls and regulatory compliance. The objectives of this study were aimed at knowing the impact of risk management on performance of insurance companies. Random sampling was used to select fifty one respondents. The research instruments majorly used included a set of questionnaires; for the respondents. The data collected has been presented using descriptive techniques and especially frequency distribution tables, pie charts and bar graphs. The findings of the study reveal that on operational risk management the underlying causes of operational risk losses are not always initially observable. It can be difficult to uncover the exact chain of events that led to the occurrence of the loss. In addition, one cause might be linked to more than one event or one event may have multiple causes (eg cascading control failures), resulting in different types of losses that could be covered by different insurance policies. On governance risk management through training and related activities aimed at building aimed at building awareness of the importance of ERM, roles and responsibilities and value to be derived from ERM. These results point to appropriate focus on risk governance since relevant, on time information risk and responsibilities. Reduced enterprise IT support / budgets and increased ease of technology deployments has led to multiple “shadow IT” organizations within enterprises. Shadow groups tend to not follow established control procedures. On strategic risk management, boards are seeing rapid increases both in the speed with which risk events take place and the contagion with which they spread across different categories of risk. They are especially concerned about the escalating impact of ‘catastrophic’ risks, which can threaten an organisation’s very existence and even undermine entire industries.
Managing Risk in Perilous Times- Practical Steps to Accelerate RecoveryFindWhitePapers
The document discusses lessons that can be learned from the financial crisis regarding effective risk management. It argues that risk management needs greater authority, senior executive leadership, and sufficient risk expertise at high levels. It also stresses the importance of combining quantitative risk model outputs with human judgment, paying attention to the quality of data used in models, and using stress testing and scenario planning to prepare for potential risks and events.
The document discusses enterprise IT risk management. It notes that IT is now core to business and a top audit committee concern. IT risk management covers more than just information security, including risks from late projects, lack of value from IT, compliance issues, outdated architecture, and service problems. IT risk does not come solely from the IT department but from various external partners and users. The document discusses who should own IT risk and outlines frameworks and maturity models for assessing an organization's IT risk posture.
Best practice in reputation management in a causal framework by Dr Kevin MoneyAddison Group
The document discusses best practices in reputation management by placing reputation in a causal framework. It proposes that reputation is linked to behaviors and outcomes, and that measuring reputation requires understanding the dimensions of business choices and success with key stakeholders. The SPIRIT model is introduced as a tool to link the choices organizations make with the dimensions of success, in order to understand what drives key stakeholder behaviors and helps build a positive reputation. Case studies are presented on how this approach was used to understand what drives customer support for building societies that maintain their mutual status.
Trends shaping the future of legal risk management by dave cunningham and m...David Cunningham
The legal market is conservative when it comes to risk management, and firms often view proactive risk identification and policy setting as more perilous than helpful. However, recent events related to data breaches, regulatory compliance, and client issues are driving increased focus on risk management from general counsels, insurers, and clients. Key trends include greater partnership between general counsels and IT leaders on risk issues; heightened attention to data confidentiality and security; engagement of professional liability insurers in risk discussions; and growing client sophistication in evaluating law firms' risk handling capabilities. Over time, firms may transition more risk responsibilities to centralized teams and formalize previously implicit risk mitigation.
Sharing Practice on Enterprise Risk Management (ERM)Diane Christina
The document discusses enterprise risk management (ERM). It provides an example ERM universe that includes strategic risks, physical assets risks, human factors risks, and financial risks. It also discusses some key aspects of effective ERM implementation, including establishing a risk governance framework, developing a risk management infrastructure, and following a risk management process of identifying, assessing, managing, and monitoring risks. The document is intended to share practices on ERM.
An Enterprise Risk Management (ERM) programme can help organizations achieve strategic objectives more effectively by taking a systematic approach to identifying, assessing, and addressing risks across the whole organization rather than operating in silos. Key aspects of an effective ERM programme include linking risk strategy to business strategy, establishing clear risk management responsibilities, and using risk information to improve decision-making and investment choices. Regular risk assessment and monitoring can optimize risk management and control activities while supporting organizational learning and competitiveness.
Thoughts on Direction of Ops Risk Management -V4 0Amrut Joshi
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.
A new emphasis on enterprise risk management from regulators has heightened awareness among bankers to get educated and adopt these best practices at their institution. In response to this increased focus, the RMA ERM Council developed the ERM framework and associated competencies, which became the foundation for a series of highly practical workbooks for implementing effective ERM.
Identify, measure, and communicate legal and compliance risk in a whole new way. Lawyers, compliance officers, contract managers, and other legal professionals can discover how to measure and manage legal risk more effectively. "6 Steps to Legal Risk Management" provides practical guidance on developing a risk management framework and adapting it to legal and compliance risk. The approach is based on the internal risk management standard: ISO 31000.
Most organizations have multiple project going on concurrently. They need a framework that allows them to evaluate (and mitigate) project risk in a way that reflects the potential business impact of this portfolio of projects.
This document provides an agenda and presentation materials for a workshop on strategic risk management. The workshop is organized by MakeITWork Consulting ME and will take place in Ramallah, Palestine. The agenda covers topics such as defining risk, the importance of risk management, enterprise risk management as a factor for organizational success, developing a simple strategy and framework for ERM, and benefits of Basel III recommendations for risk management practices. One session introduces the speaker, Dr. Jorge Vaz Girão, who has over 30 years of experience in program, project, and risk management.
This document provides guidance on developing and implementing a risk appetite framework. It discusses how establishing risk appetite is important for meeting corporate governance requirements and addressing stakeholder expectations. It also notes that while the concept of risk appetite is straightforward, effectively defining and applying it in practice presents challenges. The document aims to help organizations better manage risk and meet governance duties by offering practical advice to boards and executives on assessing their risk tolerance. It received input from various professional associations and risk consulting firms who endorse the guidance and see risk appetite as a key topic for ongoing discussion.
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.
Riskpro is an organization of risk management firms in India focused on providing quality risk advisory services to mid-large sized companies. It has offices in major cities and alliances in other cities, and is managed by experienced professionals. Riskpro aims to be the preferred provider of governance, risk and compliance solutions. It offers a wide range of risk management advisory services including Basel II/III advisory, corporate risks, information security, operational risk, governance, and other risks. Riskpro also provides training and recruitment services for risk professionals. The construction industry faces challenges such as project risk management, external factors like regulations, and internal factors like project integration and controls. Riskpro can help with construction risk assessments, due diligence, regulatory scans,
To help financial institutions to undertand the state of information security within their organization relative to comparable financial institutions arround the world.
Given the current regulatory environment and the resulting changes going on in the industry today, the chief risk officer has become the most important person in the financial institution.
WolfPAC Solutions Group Director Michael Cohn interviewed chief risk officers at financial institutions across the country to find out how they became a CRO, what skills and experience they bring to the role, and what is expected of them now.
The document summarizes a session from the Society of Actuaries Spring Meeting on building and maintaining effective risk dashboards. The session discussed what risk dashboards are, their purpose in providing consolidated risk reporting across an enterprise. Keys to success include integrating different risk types into a single dashboard and ensuring executive sponsorship. The session also provided a case study on how risk dashboards could have helped identify risks in the subprime mortgage crisis. Implementation challenges included issues with data availability, integration into decision making processes, and legal implications of disclosing risk information.
Overview of Enterprise Risk Management (ERM)Segun Ogunwale
This document provides an introduction to enterprise risk management (ERM) concepts. It discusses ERM concepts such as risk, risk management, and the evolution of ERM from focusing only on financial risks to a more holistic approach. It also covers ERM definitions, frameworks, roles and responsibilities, and benefits. Examples of risks for the public sector are also presented, along with conclusions on implementing ERM as a strategy and corporate culture.
MetisGRC is a governance and risk management consultancy that helps clients improve their performance through better governance and risk management practices. They provide assessments, surveys, advisory services, project management, coaching and education. Their clients include investors, shareholders, supervisors and other stakeholders. MetisGRC believes that good governance and risk management can reduce costs, improve efficiency and create value by strengthening stakeholder relationships. They help organizations implement transparent governance structures and risk management strategies and policies to enhance performance and meet stakeholder expectations.
MITIGATING OPERATIONAL RISK: RISK TRANSFER SOLUTIONSMichel Rochette
The document discusses various approaches to mitigating operational risk exposure beyond Basel II compliance. It outlines opportunities to integrate insurance, alternative risk transfer solutions like captives, and capital market products to optimize an organization's overall operational risk management in line with its risk appetite and tolerance. The presentation also examines US regulatory expectations and qualifying criteria for recognizing different risk mitigation techniques for capital relief purposes.
The study investigates the impact of risk management on performance of insurance companies. The research was done in Nairobi, in particular AIG insurance company where most of the respondent’s work. AIG have made investments in personnel, processes and technology to help control business risk. Historically, these risk investments have focused primarily on financial controls and regulatory compliance. The objectives of this study were aimed at knowing the impact of risk management on performance of insurance companies. Random sampling was used to select fifty one respondents. The research instruments majorly used included a set of questionnaires; for the respondents. The data collected has been presented using descriptive techniques and especially frequency distribution tables, pie charts and bar graphs. The findings of the study reveal that on operational risk management the underlying causes of operational risk losses are not always initially observable. It can be difficult to uncover the exact chain of events that led to the occurrence of the loss. In addition, one cause might be linked to more than one event or one event may have multiple causes (eg cascading control failures), resulting in different types of losses that could be covered by different insurance policies. On governance risk management through training and related activities aimed at building aimed at building awareness of the importance of ERM, roles and responsibilities and value to be derived from ERM. These results point to appropriate focus on risk governance since relevant, on time information risk and responsibilities. Reduced enterprise IT support / budgets and increased ease of technology deployments has led to multiple “shadow IT” organizations within enterprises. Shadow groups tend to not follow established control procedures. On strategic risk management, boards are seeing rapid increases both in the speed with which risk events take place and the contagion with which they spread across different categories of risk. They are especially concerned about the escalating impact of ‘catastrophic’ risks, which can threaten an organisation’s very existence and even undermine entire industries.
Managing Risk in Perilous Times- Practical Steps to Accelerate RecoveryFindWhitePapers
The document discusses lessons that can be learned from the financial crisis regarding effective risk management. It argues that risk management needs greater authority, senior executive leadership, and sufficient risk expertise at high levels. It also stresses the importance of combining quantitative risk model outputs with human judgment, paying attention to the quality of data used in models, and using stress testing and scenario planning to prepare for potential risks and events.
The document discusses enterprise IT risk management. It notes that IT is now core to business and a top audit committee concern. IT risk management covers more than just information security, including risks from late projects, lack of value from IT, compliance issues, outdated architecture, and service problems. IT risk does not come solely from the IT department but from various external partners and users. The document discusses who should own IT risk and outlines frameworks and maturity models for assessing an organization's IT risk posture.
Best practice in reputation management in a causal framework by Dr Kevin MoneyAddison Group
The document discusses best practices in reputation management by placing reputation in a causal framework. It proposes that reputation is linked to behaviors and outcomes, and that measuring reputation requires understanding the dimensions of business choices and success with key stakeholders. The SPIRIT model is introduced as a tool to link the choices organizations make with the dimensions of success, in order to understand what drives key stakeholder behaviors and helps build a positive reputation. Case studies are presented on how this approach was used to understand what drives customer support for building societies that maintain their mutual status.
Trends shaping the future of legal risk management by dave cunningham and m...David Cunningham
The legal market is conservative when it comes to risk management, and firms often view proactive risk identification and policy setting as more perilous than helpful. However, recent events related to data breaches, regulatory compliance, and client issues are driving increased focus on risk management from general counsels, insurers, and clients. Key trends include greater partnership between general counsels and IT leaders on risk issues; heightened attention to data confidentiality and security; engagement of professional liability insurers in risk discussions; and growing client sophistication in evaluating law firms' risk handling capabilities. Over time, firms may transition more risk responsibilities to centralized teams and formalize previously implicit risk mitigation.
Sharing Practice on Enterprise Risk Management (ERM)Diane Christina
The document discusses enterprise risk management (ERM). It provides an example ERM universe that includes strategic risks, physical assets risks, human factors risks, and financial risks. It also discusses some key aspects of effective ERM implementation, including establishing a risk governance framework, developing a risk management infrastructure, and following a risk management process of identifying, assessing, managing, and monitoring risks. The document is intended to share practices on ERM.
An Enterprise Risk Management (ERM) programme can help organizations achieve strategic objectives more effectively by taking a systematic approach to identifying, assessing, and addressing risks across the whole organization rather than operating in silos. Key aspects of an effective ERM programme include linking risk strategy to business strategy, establishing clear risk management responsibilities, and using risk information to improve decision-making and investment choices. Regular risk assessment and monitoring can optimize risk management and control activities while supporting organizational learning and competitiveness.
Thoughts on Direction of Ops Risk Management -V4 0Amrut Joshi
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.
A new emphasis on enterprise risk management from regulators has heightened awareness among bankers to get educated and adopt these best practices at their institution. In response to this increased focus, the RMA ERM Council developed the ERM framework and associated competencies, which became the foundation for a series of highly practical workbooks for implementing effective ERM.
Identify, measure, and communicate legal and compliance risk in a whole new way. Lawyers, compliance officers, contract managers, and other legal professionals can discover how to measure and manage legal risk more effectively. "6 Steps to Legal Risk Management" provides practical guidance on developing a risk management framework and adapting it to legal and compliance risk. The approach is based on the internal risk management standard: ISO 31000.
Most organizations have multiple project going on concurrently. They need a framework that allows them to evaluate (and mitigate) project risk in a way that reflects the potential business impact of this portfolio of projects.
This document provides an agenda and presentation materials for a workshop on strategic risk management. The workshop is organized by MakeITWork Consulting ME and will take place in Ramallah, Palestine. The agenda covers topics such as defining risk, the importance of risk management, enterprise risk management as a factor for organizational success, developing a simple strategy and framework for ERM, and benefits of Basel III recommendations for risk management practices. One session introduces the speaker, Dr. Jorge Vaz Girão, who has over 30 years of experience in program, project, and risk management.
This document provides guidance on developing and implementing a risk appetite framework. It discusses how establishing risk appetite is important for meeting corporate governance requirements and addressing stakeholder expectations. It also notes that while the concept of risk appetite is straightforward, effectively defining and applying it in practice presents challenges. The document aims to help organizations better manage risk and meet governance duties by offering practical advice to boards and executives on assessing their risk tolerance. It received input from various professional associations and risk consulting firms who endorse the guidance and see risk appetite as a key topic for ongoing discussion.
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.
Riskpro is an organization of risk management firms in India focused on providing quality risk advisory services to mid-large sized companies. It has offices in major cities and alliances in other cities, and is managed by experienced professionals. Riskpro aims to be the preferred provider of governance, risk and compliance solutions. It offers a wide range of risk management advisory services including Basel II/III advisory, corporate risks, information security, operational risk, governance, and other risks. Riskpro also provides training and recruitment services for risk professionals. The construction industry faces challenges such as project risk management, external factors like regulations, and internal factors like project integration and controls. Riskpro can help with construction risk assessments, due diligence, regulatory scans,
To help financial institutions to undertand the state of information security within their organization relative to comparable financial institutions arround the world.
phd proposal power power point 24th june 2016Kevin Mburu
This document provides background information on a study investigating the effects of enterprise risk management strategies on the growth of real estate firms in Kenya. It discusses how enterprise risk management jointly manages firm risk using multiple techniques. The study aims to determine if financial, operational, regulatory and strategic risk management lead to growth in the real estate sector in Kenya. A conceptual framework is presented showing the relationships between the risk management strategies and sector growth. The methodology section outlines that the study will use a survey research design to collect primary data via questionnaire from 138 employees of 69 real estate developers in Kenya. Data will then be analyzed using statistical techniques like percentages, mean, standard deviation and t-tests.
This document discusses business and strategic risk management. It notes that risks can come from many sources beyond just business plans, including financial markets, legal issues, natural disasters, and attacks. It emphasizes the need to understand political, regulatory, and cultural factors that may impact business in different locations. The document promotes a company called Riskpro India that provides business intelligence and risk advisory services to help companies assess risks and gain competitive advantages. It outlines Riskpro's experience, services, and approach to strategic risk consulting.
Riskpro is an Indian risk management consulting firm with offices in major cities. It provides integrated risk management services to mid-large sized companies and financial institutions. Riskpro is managed by experienced professionals and aims to be the preferred provider of governance, risk and compliance solutions. It offers quality advisory services at competitive prices compared to large consulting firms. Riskpro focuses on risk management and has over 200 years of cumulative experience across its team.
Riskpro is an Indian risk management consulting firm with offices in major cities. It provides integrated risk management services to mid-large corporations and financial institutions. Riskpro's team of over 200 professionals have extensive experience in various industries and specialize in governance, risk, and compliance solutions. They offer advisory services in areas like Basel II/III, corporate risks, information security, operational risk, and more to help clients address challenges related to regulations, fraud, and competition.
Riskpro is an Indian risk management consulting firm with offices in major cities. It provides integrated risk management services to mid-large corporations and financial institutions. Riskpro's team of over 200 professionals have extensive experience in various industries and specialize in governance, risk, and compliance solutions. Key services include risk assessments, internal audits, information security, operational risk reviews, and training. The document outlines Riskpro's network, services, clients, team experience, and challenges faced in industries like construction.
The insurance industry faces challenges from a soft market, pricing pressures, and increased competition. However, the industry can pursue growth through innovation in products, distribution, and technology. Insurers that view distribution as a profit center and get closer to consumers and producers may find success. New technologies like data analytics and virtualization can help reduce costs while improving customer service. Focusing on emerging markets like retirement products and younger generations will also be important for growth.
This document summarizes a presentation on emerging risks given by Chris Mandel of Sedgwick. It discusses definitions of emerging risks, examples of emerging risk categories like healthcare and workforce issues, and best practices for emerging risk identification and assessment. These include conducting emerging risk reviews, challenging conventional thinking, and balancing internal and external perspectives on emerging threats.
2005 Project Management Institute presentation on Risk ManagementKarl Davey
Embedding risk management in an organization requires gaining buy-in from stakeholders to the risk process. This involves making the risk management process credible, defining risks clearly with input from relevant people, and prioritizing risks based on likelihood and impact. Increasing visibility of the risk management process and results through communication and reporting is important to maintain buy-in.
The document discusses enterprise risk management (ERM) and its rising importance for information security practices. ERM aims to align security solutions with business priorities by analyzing overall IT risks, prioritizing risk mitigation actions, and taking a managed approach to enterprise investments. Key drivers of ERM adoption include changing regulations, expanding business threats, and interest in simplifying security management.
This document discusses managing information and technology risk in a changing business environment. It argues that managing risk is now vital to maximizing commercial potential and protecting brands and reputations from cyber threats. However, security strategies must be flexible to adapt to new technologies and business models. Effective risk management requires assessing realistic threats, prioritizing risks, and presenting risks in a business context. It also requires accounting for changing business dynamics and integrating risk management across the organization rather than taking a siloed approach.
This document provides an overview of M&A capabilities from Kekst and Company, a leading communications advisory firm. It discusses Kekst's experience advising senior management and boards on M&A transactions, crises, and other special situations. The document also outlines Kekst's approach to M&A communications, current challenges in the M&A environment, key transaction phases, and the firm's industry recognition and global network.
This document examines how big data will influence the insurance industry. It suggests implementing a four-part strategy: 1) leadership commitment, 2) assembling and integrating data, 3) developing advanced analytic models, and 4) creating intuitive tools. Tactical steps are outlined to accelerate progress, and benefits, risks, and challenges of the recommendations are discussed. Implementing this strategy is expected to speed success by covering all critical elements and bringing results through a proven approach. However, risks include high costs of failure and not fully incorporating big data into operations.
Your Challenge
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
WHEN Group is a holding company comprised of SG 77, Inc./RNA Ltd, which develops and significantly improves existing cybersecurity solutions in the B2C and B2B marketplace. WHEN Group develops new systems by applying pattern recognition technology based on IOT / mobile / servers and computer activity, analyzing human and device behavior, relationships and BPM (Business Process Management) in order to automatically identify and prevent potential danger to individuals and companies. The B2C Cybersecurity division targets families concerned with external cyber threats and exposures in addition to monitoring a child's behavioral patterns that may alert parents to potential tragedies caused by cyberbullying, pedophiles, other predators, and depression. The B2B Cybersecurity system software development and implementation company is focused on innovative solutions for the constantly evolving cyber challenges of businesses, non-governmental organizations (NGOs) and governmental entities. By deploying a highly experienced development team, RNA Ltd. anticipates both internal and external cyber threats, by identifying behavioral patterns that flag potential cyber compromises.
Riskpro is an Indian risk management advisory firm with offices in multiple major cities. It offers a wide range of risk management consulting services including Basel II/III advisory, corporate risks assessment, information security services, and operational risk management. The firm is managed by experienced professionals with collective experience in various industries. It provides quality advisory services typically offered by large firms but at more affordable rates. Key differentiators include its main focus on risk management, extensive cumulative experience of its team members, and ability to take on large complex projects through its hybrid delivery model.
Riskpro is an Indian risk management advisory firm with offices in several major cities. It offers a wide range of risk management consulting services including Basel II/III advisory, corporate risks assessment, information security, and operational risk. The firm is managed by experienced professionals with over 200 years of collective experience. It provides quality advisory services typically offered by large firms but at more affordable rates. Key differentiators include its main focus on risk management and ability to take on large, complex projects through its hybrid delivery model. The firm aims to be a preferred provider of governance, risk, and compliance solutions in India.
Riskpro is an Indian risk management advisory firm with offices across major cities. It provides integrated risk management consulting services to mid-large sized companies. Services include Basel II/III advisory, corporate risks assessment, information security, operational risk reviews, governance advisory, and other risk assessments. Key challenges addressed are regulatory changes, frauds, market uncertainties, and competition. Riskpro helps construction companies with project risk management, feasibility studies, and political/regulatory risk analysis. It has experience serving clients in banking, insurance, corporations, consulting and IT sectors.
Riskpro is an Indian risk management advisory firm with offices across major cities. It provides integrated risk management consulting services to mid-large sized companies. The document discusses Riskpro's network presence in India, its mission to be a preferred GRC solutions provider, the value it provides through hybrid delivery models and experienced professionals, and the services it offers in areas like Basel compliance, corporate risks, information security, and operational risks. It also highlights challenges companies face today and the risks involved in the construction industry.
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