I was working with a CEO recently who had been in the job for about a year. When they started, they found – surprise, surprise – all was not as it was made out to be. It was a very difficult environment. The challenges were more than challenges, they were wicked problems. And the road
You have a top-notch risk appetite statement, you have started the process of a review of your policies, frameworks, processes and systems to ensure they are aligned by training leaders. Now what? When I run training for leaders to understand their organisation’s risk appetite statement, I ask them exactly the same thing. We discuss how
You have an appetite statement that is expressed in terms of the risk you are willing to take to achieve your objectives and you have started operationalising it via your policies, frameworks, processes and systems. Next is training. Who is going to review all of your key policies, frameworks, processes and systems to ensure they
Appetite is the “A” word. For many it is a vexed issue (see last week’s blog on the benefits of a Risk Appetite Statement). Operationalisation is the process of translating the board and executive’s appetite for doing business. As is the preference of some, it will be through financial delegations and rates of return on
Unfortunately, I am still often talking to executives or board members who are skeptical about the value of documenting their risk appetite. I point out to them that in the absence of a properly thought through and compiled risk appetite statement, all you have is an implied level of suitable risk taking. And that employees