#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 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 strategic.risk@nqsm.com with your thoughts.

View from the board

The boardroom perspective: Graham and Ludlow

The world is complex, changing and connected and boards need to respond, argue Airmic’s Julia Graham and John Ludlow

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Using risk appetite to support decision-making: Gordon

In the last of our #changingrisk series, Sarah Gordon warns against vanilla risk appetite statements

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Measuring risk culture: Greenstein

Companies are investing heavily in GRC tools, but often lack the ability to measure risk behaviour and culture, says Justin Greenstein

View from the board

Selling the value of risk management to the board: Narayanan

If you haven’t convinced stakeholders in two minutes, you’ve probably lost their attention, says Suchitra Narayanan

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Data can engage C-Suite: Wong

Risk managers can harness data to their advantage to engage C-Suite members on important issues, according to Danny Wong.

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Use alternatives to heat maps: Sidorenko

Risk managers should use alternatives to heat maps to inform decision-making, according to Risk Academy’s Alex Sidorenko.

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Move away from company-centric views: Clements

Risk managers need to change the way they perceive risk and move away from company-centric views, according to Adrian Clements.

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Risk 4.0 - Are you prepared: Black

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: Jonas

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

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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

Alexander Larsen

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

Julia Graham

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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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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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