You have probably heard the risk function being called an enabling function. Because it is. It helps the main producing areas of the business to be more successful. When I present to executive teams to give them a picture of enterprise risk management, the first thing I do is dispel any hint of the myth
A key goal for the design of any organisational framework should be to integrate it into business-as-usual. So that it is simply “how things are done around here”. Especially for a risk framework. Risk management, not risk taking, still suffers from an abundance of misperception of it being a compliance activity. Something that has to
When I run training for the development of risk frameworks, I ask participants to hold up their hand if they have a framework that is more than a couple of pages. I ask them to keep their hand up if it’s more than 10 pages, 20, 50 and I keep going if needs be. The
A couple of months back I wrote about how your staff come to work and bring their best selves (mostly). However, each ‘best self’ can have a different appetite for risk taking, and that means inconsistency in decision making. Sometimes, alarming decisions are made. Last month I had a birthday bash to celebrate 20 years of my
Since February I have been sending you messages from my book Risky Business: How Successful Organisations Embrace Uncertainty. In the penultimate chapter of the book, Chapter 11: The Pathways to Success, I describe the journey of a risk practitioner who sees much work to do in an organisation near void of risk-based decision making. The key