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Replies

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  andreas andreou June 6, 2014 16:24

  In my opinion if you work as a well knowledge  professional  and you follow

  the correct procedures and plans you are far away from a big destruction. 

  Andreas.

  Your opinion Boris is correct but most of the times managers refused to release papers from investigations which prove an issue.
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  Rob Kloots May 15, 2014 22:47

  Speaking of RM,

  Sorry about that, I had not seen the two lines below "My 0.02€"

  Rob Kloots said:

  Well, this depends on the arena in which the business finds itself. That arena may well define the planning horizon. For some, Strategic is  3 to 5 years, for others 5 to 7 months.

  For a mature RM Office, the operational indicators and their trends as shown on the Strategy Dashboard may first call for structural improvements, and if such trend continues nothwithstanding could result in adaptation of strategy.

  As Andrew Hewson wrote, this should normally be an evolving rather than a disrupting change. The latter could be invoked after the occurrence of a disruptive unexpected event for which no parameters existed in the model used. Better formulated: the structural model should then be reevaluated and updated, whist the strategy may stay unaffected.

  My 0.02€
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  Rob Kloots May 14, 2014 16:24

  Well, this depends on the arena in which the business finds itself. That arena may well define the planning horizon. For some, Strategic is  3 to 5 years, for others 5 to 7 months.

  For a mature RM Office, the operational indicators and their trends as shown on the Strategy Dashboard may first call for structural improvements, and if such trend continues nothwithstanding could result in adaptation of strategy.

  As Andrew Hewson wrote, this should normally be an evolving rather than a disrupting change. The latter could be invoked after the occurrence of a disruptive unexpected event for which no parameters existed in the model used. Better formulated: the structural model should then be reevaluated and updated, whist the strategy may stay unaffected.

  My 0.02€

  Andrew Hewson

  Andrew Hewson
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  Chris Roland Holst May 14, 2014 8:13

  I could not agree more with Boris. RM i san ongoing process so it should evolve with your business.
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  Riskviews May 10, 2014 22:56

  When the tide changes. 
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  Girish V S April 29, 2014 11:20

  When the going is good - you tend to be complacent. At this point you need to understand why are the returns so good. If the returns are too good to be true they probably are not true!
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  Andrew Hewson April 24, 2014 14:03

  Boris

  Assets are constantly changing, every new piece of software, hardware or personnel change has an effect on the risk treatment plan and subsequently a change in your risk management strategy. Every compliance there is requires `continous review and improvement' of the risk strategy so the answer to your question is:

   

  The risk management strategy should be constantly EVOLVING' not changing  
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  Ibrahim April 23, 2014 19:14

  In my opinion, after the deals you should rebuild your risk management strategy.

  In both acquisition or merge activities, your management structure would possibly change. 

  Any change in management structure will need change in risk management strategy.

  İbrahim Duğral

  Corporate Finance Specialist