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Let’s rethink the bow tie model so we can effectively articulate risk

2019-03-13T22:58:00+00:00

Home in on cause and outcomes not incidents and risks, writes Tony Thornton, ERM and business continuity expert

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Insurance

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What are the limitations of DIC/DIL (Difference in Conditions & Difference in Limits) I should be aware of?

Zurich head of international sales and distribution for APAC, Fernando Denes, explains why local subsidiaries of multinational companies may not have the right insurance coverage.

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Can we still have an international programme even if some of our subsidiaries want to opt out?

Zurich’s head of international sales and distribution, Fernando Danes, explains why international programmes are perfect for your business.

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What should you consider before buying a cyber insurance policy?

JLT Specialty, financial lines, regional assistant director, Menaka Muthu asks why it is pertinent to really understand your risk before buying a cyber policy

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How can risk managers be confident that international claims will be paid should the worst happen?

Sean Welsch, head of captive management and business development, Zurich explores what happens to local retentions of local policies.

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Risk frameworks

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Where should risk management sit in the organisation?

2018-11-07T23:25:00+00:00

The tricky question of where the risk function should sit within the business is a big challenge for senior management. This latest Knowledge piece, risk thought leader Chris Corless looks at different options for your business.

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Should operational risk managers be in the first line of defence?

2018-10-10T03:43:00+01:00

The ideas behind this would be that ‘risks are managed where they occur’. It’s a complicated question, but an uncomplicated answer – in short, no, according to risk thought leader Chris Corless.

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Should I be using ‘near misses’ in my risk management programme and if so, how are these best used/incorporated?

2018-07-26T01:33:00+01:00

The thought of a near miss is enough to send shivers down the spine of any risk manager. But as seasoned risk and internal audit leader Chris Corless explains these near misses provide important lessons for risk managers looking to not make the same mistake twice.

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How can I make strategic risk management successful in my business?

2018-07-23T02:40:00+01:00

If you are in the process of designing a Strategic Risk Management (SRM) system or moving to the next stage, read on. Eamonn Cunningham, former chief risk officer at Scentre Group and Westfield, shares his experiences with StrategicRISK to assist you as risk managers in developing a system that will ...

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Risk strategy

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​How do you justify investment in more risk resources when the results are hard to measure?

2018-09-28T04:32:00+01:00

Mark Wilson, director, 20-20 Risk Advisory & Insights examines whether risk can be linked to ROI

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How to manage risk ownership to ensure accountability without operating in silos

2018-09-13T01:44:00+01:00

Risk thought leader Chris Corless looks at the value of defining risk owners and whether or not it is crucial to the success of your risk program.

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Why does risk management need a systemic approach?

2018-08-15T00:51:00+01:00

Christoph Schwager, managing director of SRI Strategic Risk Institute and former Chief Risk Officer, Airbus Group and Partner EY explains why risk management always needs a systemic approach.

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What would be the ideal indicator/parameter to measure your ERM maturity?

2018-08-08T00:46:00+01:00

Many organisations look for some metric of maturity of their ERM program to show how well they are performing, and potentially where and how they can improve, Hans Læssøe, principal consultant at AKTUS and former risk manager of Lego explains.

Reports

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Let’s rethink the bow tie model so we can effectively articulate risk

2019-03-13T22:58:00+00:00

Home in on cause and outcomes not incidents and risks, writes Tony Thornton, ERM and business continuity expert

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(Mal)practices in the use of risk matrices: is there an alternative?

2019-03-13T22:58:00+00:00

The effectiveness of risk matrices has long been debated with some questioning its value – so let’s assess other risk methods, including multi-criteria, writes Slawomir Pijanowski, risk management expert and consultant for Atos Consulting

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Better decision making through risk visualisation

2019-03-11T23:41:00+00:00

Alexander Larsen & Ghislain Giroux Dufort of Baldwin Global talk through how risk managers can use risk management as an effective decsion making tool.

Knowledge scenario analysis

The Knowledge: Scenario analysis

2018-01-22T08:43:00+00:00

In this issue, we look at the complex ideas behind scenario analysis. Pundits claim it signals a new way forward for risk managers, building on traditional risk analysis methods. But how many organisations are actually using it?

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Risk tools

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Do traditional risk registers and risk matrices still remain relevant in project risk management?

2018-08-28T00:04:00+01:00

Hans Læssøe, principal consultant at AKTUS and former risk manager of The LEGO Group examines whether traditional risk management tools still have a relevant place in project risk management.

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Are heat maps a blessing or a curse?

2018-08-06T05:59:00+01:00

Ordinary risk heat maps are of limited help for management to steer the company. We need new concepts says Chris Schwager, managing director SRI Strategic Risk Institute

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Risk culture

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Overcoming cognitive bias in senior executives

2018-08-21T05:24:00+01:00

If we accept there is a cognitive bias in decision making, how can we as risk professionals account for this and help our senior executive make better bias-free decisions? Risk Academy’s Alex Sidorenko discusses

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“Risk? What risk?” How do you get buy in from risk owners who want to tell you they have no problems?

2018-07-10T00:19:00+01:00

Seasoned risk and internal audit leader Chris Corless discusses the road block most risk managers have come up against—the resistant risk owner.

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How can you drive risk management discussions at the highest level of your firm?

2018-02-07T23:42:00+00:00

The ability of a risk manager to influence their board and CEO is a vital cog in how they help manage the risks a firm faces says Geoffrey Au, head of risk, Zurich APAC

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