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Navigable Slide Index

1. Introduction
2. Terminology
3. Problems
4. Risks
5. Risk solutions often make them into problems
6. Risk analysis - basic idea
7. Expected value analysis assumes
8. Uncertainty
9. The distinctions
10. What do we mean by risk management?
11. Traditional risk management (1)
12. Traditional risk management (2)
13. Regulatory compliance
14. Enterprise risk management
15. What is the underlying story?
16. ERM underlying story
17. The benefit depends on correlations among risks
18. Implementing ERM: what you've seen
19. Risks listed by one consultant
20. TQM and operational risk management
21. Handling dangers of major events
22. Think differently about this problem
23. First, be skeptical of sophisticated risk models
24. An example
25. The model assumes defects/failures independent
26. It is important to be skeptical
27. Fine tuning to disaster
28. Markets can make it worse
29. A general problem?
30. Examples
31. What can you do?
32. You should consider
33. Focus on the business killing uncertainties
34. Focus on the unacceptable ones
35. Perhaps try scenarios
36. Have a negative meeting
37. You might miss some potential negative events
38. Build an ability to react after events
39. Worry about incentives
40. Summary

Topics Covered

• Differences between problems, risk and uncertainty
• Different meanings of risk management
• Traditional risk management
• Regulatory compliance
• Enterprise risk management (ERM)
• Coping with major events
• Implementing ERM
• Total Quality Management (TQM) as risk management
• Uses and abuses of sophisticated risk models
• Fine tuning to disaster
• Markets and firm risk-taking
• Visible versus less visible performance indictors
• Business killing uncertainties
• Scenario analysis
• Organizational resilience

Links

Series:

• Risk Management for Corporate Leaders

Categories:

• Management, Leadership & Organisation
• Strategy

Talk Citation

Publication History

• Published on October 31, 2012