#ChangingRisk

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’ve launched #ChangingRisk - a campaign promoting new thinking in risk.

For the next six months, #ChangingRisk will gather the views of the global risk community on how you think risk should evolve to better meet the needs of business. There are lots of ways you, as risk managers, can get involved with #ChangingRisk - from filming a short vlog on what you would like to see change, to commenting on thought leadership articles and contributing opinion columns. 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! Email our editor Lauren Gow with your thoughts

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Risk 4.0 - Are you prepared?

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

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Risk managers should challenge subconscious bias: Gahan

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.

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Data and technology will improve decision-making: Shah

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.

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Changing perceptions of risk

Val Jonas, CEO of Risk Decisions Group, suggests risk programmes are put through a 20-minute workout

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Challenging bias in risk management

University of Newcastle business continuity officer, assurance services, Karla Gahan, discusses challenging bias in risk management in our inaugral #ChangingRisk Day

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Getting to grips with risk criteria

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

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Revolutionising risk

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

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Making risk management a state of mind

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

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How to upgrade your risk management

As part of our #ChangingRisk series at Airmic 2019, Julia Graham, deputy chief executive and technical director at Airmic says risk managers must upskill on communication and storytelling and broaden their knowledge to gain the eyes and ears of the c-suite and the board

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“Today’s risk management is fragmented”

#ChangingRisk for the future requires a ‘unified’ voice to break down silos, says Colin Barker, company secretary for Bayer UK

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Be part of the #ChangingRisk Community

We surveyed risk managers from across the world for their views on what needs to change in risk management. Here’s a preview of the results

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What is strategy? That’s the question

Much has been written about the risk leader of the future, but there is less agreement as to how exactly this person can be strategic in their approach. Darren Munday, partner at ICG, gives us the ‘how’ and proposes a structured approach to horizon scanning, in our latest #ChangingRisk article

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From transactional risk management to risk-based decision-making

For many, strategy is the realm of the heroic chief executive, but risk managers have an important strategic role to play. Here, Darren Munday, partner at ICG outlines his vision for #ChangingRisk

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Want to make a difference in risk? Try adapting your soft skills

Dealing with the c-suite is becoming one of the most critical components of a risk manager’s job. And to play a bigger role in #ChangingRisk in their companies, risk managers need to develop critical soft skills, says François Malan, chief risk officer at Nexity

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Risk management systems versus risk management process

Process management achieves results through planning and system management manages various components that must work together to achieve an objective. Here’s how the two should work, writes Adrian Clements, international enterprise risk manager

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Be part of the #ChangingRisk movement – take part in our qualitative study

Seven questions, 5 minutes – all that’s required to be part of the #ChangingRisk movement and have your say in our #ChangingRisk manifesto.

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The future is bright if risk managers embrace AI techniques

A new generation of risk managers will proactively seek out risk roles and careers; become the pioneers of new risk techniques through the use of AI; and become the c-suite’s go-to person. That’s the #ChangingRisk hopes for the future, according to Ferma’s Typhaine Beaupérin, and Gilbert Canaméras

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Stop thinking like risk managers and start thinking like the C-suite

As part of #ChangingRisk, I’d like more risk managers to report to the CEO, with access to the board, says Gaëtan Lefevre, group risk and insurance manager at Cockerill Maintenance & Ingénierie.

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The future is in the ‘radical risk management process’

Risk management is a mental process, not a technical one of data gathering, evaluation and reporting. Those who do nothing will just be exploited by those who constantly change and improve. So, swap tradition for a four-tiered ‘radical’ risk management process, writes Horst Simon of Risk Culture Builder

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Don’t make tools the shop window in risk management

Traditional risk management tools are limiting the effectiveness of risk management and holding the risk management profession back, says Patrick Smith, managing director, Acumen Advisory.

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Insight not information: what the CEO needs from their risk manager

If the c-suite care about decision-making, opportunity and strategy, why do risk managers focus on compliance data and backward facing risk analysis? This will eventually make us obsolete, writes Adrian Clements, international enterprise risk manager and former risk manager at ArcelorMittal

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Virtual panel discussion: How to elevate risk management with risk-based decision-making

Our panellists – Alexander Larsen, Alex Sidorenko, Danny Wong, and Hans Læssøe – answer questions from the audience about how best to apply risk-based decision-making and overcome the challenges of board and c-suite engagement

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3LOD is dead

Mission Australia’s general manager, enterprise risk and assurance, Andrew Methven, has joined our #ChangingRisk campaign by sharing his thoughts on why 3LOD is fine as a conceptual model but is very difficult to actually make work.