Risks are changing and risk management needs to change too. In order to remain relevant and continue to add tangible value to businesses, at StrategicRISK we believe risk management needs to evolve and change. That’s why we launched #ChangingRisk - a campaign promoting new thinking in risk.
#ChangingRisk gathers the views of the global risk community on how you think risk should evolve to better meet the needs of business. We really are passionate about really making a difference and changing risk management for the better. But we need your help so please get involved and email us at email@example.com with your thoughts.
In the post-pandemic world, risk managers must reevaluate what constitutes an ‘acceptable’ risk
Systemic risks affect entire markets - not just specific sectors - and are now top of mind for senior executives - WEF
Our industry is still misunderstood, says Risk-!n co-founder Stéphane Martin. We need to push the ‘manage’ into risk management
Something of a divisive figure within the risk profession, one thing no-one can accuse Alex Sidorenko of is being apathetic about risk management
Conflict calls for a strategic re-evaluation of footprints, supply chains, relationships, company cultures, business functions and risk appetite, argues Claudine Fry
It has never been more difficult to manage reputational risk - is authenticated risk management the answer? asks Peter Gerken
Forget the caricatures. Risk appetite can and does power the link between strategy and execution
Nearly 80% of business leaders are adjusting global operations and/or supply chains to minimise risk, finds EY
Is risk management strategically fit for purpose when it is too reactive and compliance-focused? asks Adrian Clements
Supply chains are particularly vulnerable to climate risk, as many global production systems are focused on ensuring efficiency over resiliency
The world is complex, changing and connected and boards need to respond, argue Airmic’s Julia Graham and John Ludlow
In the last of our #changingrisk series, Sarah Gordon warns against vanilla risk appetite statements
Companies are investing heavily in GRC tools, but often lack the ability to measure risk behaviour and culture, says Justin Greenstein
If you haven’t convinced stakeholders in two minutes, you’ve probably lost their attention, says Suchitra Narayanan
Digital transformation should be used to “reliably and repeatedly detect changes to risk”, argues risk thought leader Chris Corless
Organisations should not overlook the intangible risks facing their business, according to Michael Masterson.
Risk managers can harness data to their advantage to engage C-Suite members on important issues, according to Danny Wong.
Risk managers should use alternatives to heat maps to inform decision-making, according to Risk Academy’s Alex Sidorenko.
Risk managers need to change the way they perceive risk and move away from company-centric views, according to Adrian Clements.
Risk managers must be prepared for new risks in an unprecedented era of technological and societal change, according to Warren Black, principal and founder, Complexus
Risk managers should view risks from different perspectives and challenge subconscious bias in their roles, according to Karla Gahan, business continuity officer at the University of Newcastle, Australia.
The latest technology and efficient use of data will help risk managers to improve their decision-making, according to Frashad Shah, head of risk management at highway concession business Prolintas.
Get away from your desks, network, build relationship and understand what is close to the hearts of the top table. These are just some of tips offered by Alexander Larsen, president of Baldwin Global Risk Services, for how risk managers can make a difference in #ChangingRisk