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.
Conflict calls for a strategic re-evaluation of footprints, supply chains, relationships, company cultures, business functions and risk appetite, argues Claudine Fry
Is risk management strategically fit for purpose when it is too reactive and compliance-focused? asks Adrian Clements
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
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.
Val Jonas, CEO of Risk Decisions Group, suggests risk programmes are put through a 20-minute workout
Not all risks are easily measurable, but that doesn’t mean they can’t form part of your risk criteria, argues Sarah Gordon, chief executive of Satarla
When it comes to risks, the only constant is change. We have launched the #ChangingRisk survey to find out how you, the industry, believe we can adapt, so that we remain most valuable and relevant in this rapidly moving business world. Here’s a preview of the results so far
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