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  Eugen Oetringer December 3, 2013 9:09

  Boris, I have only one risk: Four common, most damaging problems that put corporations into downward spirals:

  1. Crippling bureaucracy and overwhelming complexity
  2. A communication gap between central organisations and the field
  3. Decisions no longer made by human beings
  4. Problem solving within fixed boundaries.

  Consequences are, for example, high project failure rates, ongoing reorganizations and companies being taken over (or: going out of business).    

  In short, as long as these problems have insufficient attention and, hence, remain unsolved, their consequences dictate corrective actions. The corrective actions do, however, move ever more budget from productive tasks to unproductive tasks like fire fighting, financing high project failure rates and attempts trying to keep the growing number of unhappy clients. This way, corporations move themselves outside the market. Government organisations must increase taxes beyond acceptable levels and must move more and more burdens to the citizens.

  For more information, a simple health check and how the downward spiral can be turned into a positive spiral, see this blog post .
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  Wilna Meiring November 12, 2013 10:01

  Our top 5 risks is very strategic and therefore no specific tools, except business controls, knowledge and expertise are utelise to mitigate or manage these risks. We use a very simple risk management framework to identify and manage these risks, but no specific risk tools. We also utelise a top down and bottom up approach to ensure that we have identified all our critical and high risks. Our top risks are:

  1.Regulatory decisions and changes in regulation

  2. Increased Competition

  3. Unpredictable political, economic and legal risks.

  4. Major networ and billing infrastructure failures.

  5. Complying with competition legilsation

  6. Customer privacy and protection
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  David C. Hall November 11, 2013 15:43

  I find that organizations that accomplish risk lists have not considered all aspects/areas of risk (for various reasons) so that the "top 5 or 10 risks"  are invariably those that the chosen assessment tool/methodology assigns the highest risk level or number are designated top risks.  Since all risks have not been considered nor does the risk assessment methodology cover risks in all areas, any risk list shows only those that are important in the experience of the risk team and/or those acceptable to senior management.  An example would be a requirement to include only technical risks when accomplishing your risk ID/assessment.   So risk lists and the top 5 or 10 are important but seldom if ever complete or consistent.